I- Pathways to Accelerate North Central Idaho
Clearwater Economic Development District Comprehensive Economic Development Strategy
2020 - 2025
Serving Clearwater, Idaho, Latah, Lewis and Nez Perce Counties
•1
j 2020 — 2025 Comprehensive Economic Development Strategy
ntAssocialion
Clearwater Economic Development Association 1626 6th Avenue N, Lewiston, ID 83501 208-746-0015 www.clea rwater-eda .org
Serving the Clearwater Economic Development District Clearwater, Idaho, Latah, Lewis and Nez Perce Counties
Prepared for the Economic Development Administration
This document was prepared through EDA Partnership Planning Assistance Award #07-83-06829-02
Cover photos provided by Stephenie O’Callaghan Table of Contents
Chapter 1 Building the Pathways to Accelerate North Central Idaho 1-1 The Region’s Vision 1-1
Chapter 2 Technical Report — Where are we today 2-1 The Region’s Background 2-1 People 2-24 Education 2-26 Workforce 2-27 The Industries that Drive the District’s Economy 2-30
A Traditional Mainstay — Wood Products 2-34 Geography of the Region 2-36 The Region’s Environment 2-37 Transportation 2-39 Power 2-42 Medical and Emergency Services 2-43 The Economy of the Counties of North Central Idaho 2-45
Chapter 3 The Region’s Disaster Resiliency 3-1
Chapter 4 The Strategies to Accelerate North Central Idaho 4-1 Pathway Goals 4-3 Strategies and Tasks 4-4
Chapter 5 The Regional Action Plan 5-1 State Agency Initiatives 4-13 Economic Development Planning Resources 4-16
Clearwater Economic Development District Comprehensive Economic Development Strategy Chapter 6 Performance Measures 6-1
Appendices
A. 2020 CEDS Planning Team B. 2020 CEDS Survey and Survey Results
List of Tables
1. Clearwater County Manufacturing Jobs 2-6 2. Idaho County Manufacturing Jobs 2-10 3. Idaho County Government Jobs 2-11 4. Latah County Manufacturing Jobs 2-14 5. Latah County Government Jobs 2-15 6. Lewis County Manufacturing Jobs 2-18 7. Lewis County Government Jobs 2-19 8. Nez Perce County Manufacturing Jobs 2-22 9. The Region’s Population Growth 2-24 10. District Population by County 2-24 11. Population of District by Age Groups 2-25 12. Educational Attainment by County 2-26 13. Unemployment Rates 2-27 14. Workers on Payroll by Age Groups 2-28 15. Educational Attainment of District 2-29 16. Ammunition and Guns Manufacturing 2-31 17. Higher Education Jobs in the Region 2-32 18. Tourism Cluster Employment 2-33 19. Regional Health Care Cluster Employment 2-34 20. Manufacturing Jobs in the Region 2-35 21. Lumber and Wood Products Jobs Comparison 2-35 22. Land Ownership in Region 2 2-37
Clearwater Economic Development District Comprehensive Economic Development Strategy List of Figures
1. The Gospel Hump Wilderness Area, Idaho County 1-2 2. North Central Idaho Transportation Network 2-39 3. Port of Lewiston, Nez Perce County 2-41 4. St. Mary’s Hospital, Idaho County 2-43 5. Tepee Springs Fire, Idaho County 3-2
Clearwater Economic Development District Comprehensive Economic Development Strategy North Central Idaho Comprehensive Economic Development Strategy i 2020 - 2025
Chapter I - Building the Pathways to Accelerate North Central Idaho
Guiding principles for the development of this CEDS follow the National Association of Development Associations (NADO) Seven Principles of CEDS Standards of Excellence:
• Build resilient economies and communities by focusing and targeting strategies on the existing and potential competitive advantages; • Foster a collaborative framework to strategically align public and private sector investments; • Use modern scenarios, data and analysis tools, and planning techniques that provide policy makers, stakeholders, and the public with evidence-based and factual information; • Transform the CEDS into a strategy-driven planning process focused on regional visioning, priorities setting, and performance outcomes; • Promote and support peer reviews and exchanges across EDD boundaries, enhancing organizational resources and positioning the CEDS as a building block for local and state strategies; • Communicate in a compelling and modern communication style, including use of online media; and, • Engage the public, private, nonprofit, and educational sectors, along with the general public, in the development and implementation of the CEDS.
CEDA shares the vision and similar goals of the other four Economic Development Districts in the State of Idaho. As a unit, the Districts celebrate each region individually and the State of Idaho as a whole, collaborating to accelerate economic development and diversification. This CEDS focuses on three pathways to economic vitality: Elevate Industry, Advance Individuals, and Strengthen Communities. The goals of the CEDS support progress in education and workforce; encourage entrepreneurship, business development and economic empowerment; and advance infrastructure and healthy communities.
We seek to Elevate Industry by creating the environment for thriving economies that are diverse, Vision sustainable, geographically dispersed, and globally competitive. Promote the continued prosperity, progress, and We seek to Advance Individuals by fostenng a culture that enables people to lead productive productivity of North Central Idaho by creating prosperous, and meaningful lives. thnving, connected, sustainable and evolving people, communities, and economies. We seek to Strengthen Communities by enhancing our communities’ unique characteristics, strengths, and assets to improve economic competitiveness.
Chapter 1 Page 1 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Chapter 2 - Technical Report — Where are we today? The Region’s Background
Found in the heart of the nation’s Inland Northwest, the Clearwater Economic Development District of North Central Idaho encompasses the counties of Clearwater, Idaho, Lewis, Latah, and Nez Perce. Approximately 108,520 people live in the 29 incorporated communities and in the unincorporated areas of the District’s 13,500 square miles. Located at the confluence of the Snake and Clearwater rivers, the city of Lewiston, population 32,820, is the region’s largest community and retail hub. Home to the University of Idaho, the City of Moscow is the second largest regional population center with 25,146 inhabitants. All other communities’ populations range between 100 and 3,200 residents. Figure 1: Gospel Hump Wilderness Area, Idaho County - Photo by Stephenie OCallaghan
The region is rich in history and natural resources. The Nimi’ipuu people, now known as the Nez Perce, hunted and gathered in the region for 10,000 years. In 1805, the Lewis and Clark Corps of Discovery traveled by horse and foot through the Bitterroot Mountains and then continued their westward movement to the Pacific Ocean by canoe on the Clearwater River. A year later, they traveled back through the area. Fur trappers soon arrived in the area, followed by missionaries. In the 1860s, gold was discovered by Captain E.D. Pierce near the present-day town of Pierce and communities began to emerge along stagecoach routes. By the late 1800s, timber and agriculture emerged as the primary economies. These industries remain critical to today’s economy.
Chapter 2 Page 1 __
AT A GLANCE: REGION 2- NORTH CENTRAL IDAHO
— 4” Clearwater, Idaho, Latah, HIGHER EDUCATION Lewis, and Nez Perce Counties HOUSING fl’fl University of Idaho Median Home Value Lewis-Clark State College $178,604 Median Age POPULATION 38.6 Homeowner Vacancy Rate 2.0% 2010 Census Females Age 65+ •• LARGEST PRIVATE 105,358 49.1% 10,485 Rental Vacancy Rate SECTOR EMPLOYERS 4.9% 2018 Estimate Males 1. Clearwater Paper Age 15-64 Occupied Housing Units 109,674 50.9% 81,193 43,568 2. Nez Perce Tribe 3. Vista Outdoor Minority 2025 I 2030 Projection Under 15 Assisted Living Facilities 4. St. Joseph Regional Medical Center 110,721 1111,035 11.9% 17,996 19 5. Schweitzer Engineering Laboratories 6. Idaho Forest Group
ECONOMIC LARGEST INDUSTRIES Median Household Income Job Comparison $45,873 2013 2018 Change in Jobs 2018 Pay Per Job Agriculture and Forestry 1,023 977 -46 $49,487 Per Capita Income $24,469 Mining 193 204 11 $60,296 County Property Tax Construction 1,574 1,949 375 $39,136 $1.53 per $100 Value Manufacturing 4,746 4,856 110 $54,122 % of Families Below Poverty Level 9.3% Trade, Utilities, and Transportation 7,693 7,706 13 $33,960 Food Insecurity Rate: Financial Activities 2,004 1,882 -122 $50,664 Professional and Business Services 2,011 2,222 211 $39,521 REGION 2 IDAHO Education and Healthcare 13,123 13,521 398 $41,282 Leisure and Hospitality 4,566 4,849 283 $16,100 Information and Other Services 1,600 1,670 70 $29,655 Sources US Census Eureau. 2013-2017 ACS Stats America Measuring Distress Public Administration 3,585 3,499 -86 Idaho Department of Labor $46,724 National Association of Realtsrs Feeding Amenca Map the Meal Gap 2018 Google Chapter 2, Page 2 Workforce Trends Source: Idaho Department of Labor
Population Labor Force & Employment Employers & Wages
North Central Idaho’s population has Traditionally, North Central Idaho’s The region still has not fully recovered grown more slowly than other region’s in economy relied on natural resources— from the severe recession that began at the Idaho. It grew 6 percent from 103,733 in 2008 farming, ranching, logging, lumber mils, and end of 2007. From 2008 to 2018, the number to 109,674 in 2018, while the U.S. population the Forest Service. Over the last 35 years, of private-sector employers in North Central technology reduced timber availability grew 8 percent and Idaho’s population grew and Idaho fell 2 percent from 3,198 to 3,149. cut jobs in logging and mills. In the same 14 percent. That reflects the region’s slow Despite that decline, it increased 11 percent period, jet boat builders, ammunition economic growth, which in turn was rein over the last 25 years--from 2,847 in 1993. makers, and other metal fabricators created forced by the sluggish population growth. About 73 percent of the region’s After many young people left the region hundreds of manufacturing jobs. employment in in the private sector, which and many people who move in were retirees, Growth of enrollment at the University paid an average wage of $37,000 in 2018. the population skews older than the U.S. of Idaho and Lewis-Clark State College boosted retail and service jobs. Tourism grew, increasing jobs at motels, restaurants, and recreational services. The Nez Perce Tribe expanded its employment at headquarters, opened a casino resort, and became a major play in environmental remediation. The state government developed prisons Of the 3,149 private employers, 1,821 in Orofino and Grangeville and opened a employed fewer than five people; 987 em The largest cities in 2018: National Guard academy in Pierce, while ployed 5 to 19, 253 employed 20 to 49, and maintaining a mental hospital in Orofino. 88 employed 50 or more. Lewiston 32,817 With the rapid growth in the senior In addition , the region had 74 federal, Moscow 25,766 population, the region’s health care sector 61 state, and 164 local government employ has been the fastest-growing sector. ers in 2009. Their average pay was Grangeville 3,200 The region’s unemployment rate in the $44,900.The largest government employers o rofi no 3,124 last three years fell to record lows—around are the University of Idaho, Nez Perce Tribe, Kamiah 1,265 3.0 percent. That’s made it challenging for Lewis-Clark State College, and Forest Service. employers recruit Wages are rising in the region. The Lapwai 1,132 to and keep workers, and intensified interest in career-technical average pay per job grew 7 percent from Genesee 971 training and skill development. $36,400 in 2008 to $39,100 in 2018, when Cottonwood 931 adjusted for inflation and expressed in 2018 dollars.
Chapter 2, Page 3 __ __
AT A GLANCE: CLEARWATER COUNTY
Square Miles: 2,461 County Seat: Orofino (3,124) HOUSING HIGHER EDUCATION Established in 1911 University of Idaho Median Home Value Lewis-Clark State College $134,400 Median Age POPULATION 50.5 Homeowner Vacancy Rate 2.1% 2010 Census Females Age 65+ •±.• LARGEST PRIVATE 8,761 45.0% 1,263 Rental Vacancy Rate SECTOR EMPLOYERS 5.5% 2018 Estimate Males 1. Clearwater Valley Hospital & Clinics Age 15-64 Occupied Housing Units 8,758 55.0% 2. Nightforce Optics 6,362 3,706 3. Brookside Landing 2025 / 2030 Projection Minority Under 15 Assisted Living Facilities 4. Nez Perce Tribe 8,532 18,531 10.2% 1,133 5. Debco Construction
ECONOMIC INDUSTRIES Median Household Income $41,122 Job Comparison 2013 2018 Change in Jobs 2018 Pay Per Job Per Capita Income $22,169 Agriculture and Forestry 229 176 -53 $51,109 County Property Tax Mining 37 19 -18 $50,540 $1.35 per $100 Value Construction 108 91 -17 $40,002 % of Families Below Poverty Level 11.1% Manufacturing 160 170 10 $31,858 Food Insecurity Rate: Trade, Utilities, and Transportation 436 412 -24 $40,208 Y Financial Activities 62 65 3 $27,324 COUNTY REGION Professional and Business Services 153 127 -26 $52,230 14.8% 14.7% Education and Healthcare 740 830 90 $36,583 Leisure and Hospitality 199 195 -4 $13,178 Sources US Census Bureau, 2013-2017 ACS Information and Other Services 85 75 -10 $29,638 Slats America Measuring Distress Idaho Department of Labor National Association of Rea;tors Public Administration Feeding hanenca Map toe Meai Gap 201B 551 457 -94 $40,314 Googie Chapter 2, Page 4 Clearwater County has undergone wrenching changes as its most important economic cluster, forest products, contracted over the last 40 years. In 2016, the county lost its last major mill when Tn 9717 2U ,tW2%/? Pro Cedar closed. In 1978 nearly 2,000 people worked in the county’s forest cluster—including logging, In September 1805, the Lewis anc Clark mills, related trucking, and the U.S. Forest Service. Today, fewer than 150 do. Corps of Piscovery was struhn to 9et over As logging fell and mills closed, the county’s population fell from 10,266 in 1978 to 8,758 in 2018. the Bitterroot Mountains before they starved. That in turn led to a reduction in construction, retail, and local government. \Nilliam six Over the last 20 years, other manufacturers have expanded. An industrial park was built in Orofino, Captain Clark and men were sent and Architectural Signs and Engraving Inc. was the first tenant. SiX Boats opened a plant there a few ahead ofthe main corps to hunt for food and years later. The Park is expanding to allow SiX Boats room to grow. Nightforce Optics moved to Orofino they came onto the \Neippe Prairie, where they 16 years ago and now employs more than 100 people making high-quality rifle scopes. encountered the Nez Perce Tribe, who assisted The federal and state governments play a major role Federal fish hatcheries, the Forest Service, a the corps over the next few weeks. prison, state a state psychiatric hospital, and a National Guard academy to employ more than 500 The first old rush in Idaho occurred in people. Pierce after olcl was cliscoverecj in 1861. Tourists come to enjoy hunting, fishing, and boating and to celebrate the county’s interesting history. The tourism cluster employs 220 people. You can see Idaho’s first government Clearwater County Economic Development Council works with local businesses to help them buildin in Pierce. \Nhen the courthouse was expand, recruits businesses to the county, and develops solutions to problems that hamper built 1863, Pierce was the county seat of development. For more information, go to: https://www.clearwatercounty.org/departments/ Shoshone County. The buildin was used until economic development 1885 when the county seat was moved to Murray. Clearwater County was carved out of Shoshone County in 1911. Top Clusters by Employment The 42-mile Gold Rush Historic Byway Health travels along Hihway12 from Greerto Head quarters. it offers inspirin9 views, visits to the Forest historic sites in VVeippe and Pierce, and access Tourism to outdoor recreation. Construction Elk River had the first all—electric sawmill. Metal Fabrication It was built in 1911. Agriculture Pworshak Pam is 717 feet hi9h, makin9 it the third tallest dam in the United States. - 100 200 300 400 500 600 700 Employment Construction began in 1966 and was completed in 1973. The reservoir behind the concrete dam stretches 53 miles upstream.
Source: Idaho Department of Labor
Chapter 2, Page 5 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Clearwater County
As the Gold Rush Historic Scenic Byway passes through Clearwater County, travelers go where Lewis and Clark’s Corps of Discovery first encountered the Nez Perce Tribe and where gold was first discovered in Idaho. Today’s visitors thrill to the scenery and the fishing, hunting, camping and other outdoor opportunities forests and rivers provide. Dworshak Reservoir is a boater’s paradise.
Despite all that it offers, Clearwater County has a small tourism sector; about 7 percent of the county’s payroll jobs are in the leisure and
hospitality sector, while 11 percent of U.S. payroll jobs are in that sector. Leisure and hospitality - which includes amusement, recreation,
lodging, restaurants, and bars - employs about 200 people in the county.
Deep river valleys and the rolling Weippe Prairie, where farmers grow wheat and other crops, also shape the county’s economy. Clearwater County’s agricultural sector is relatively small. Its 312 farms and ranches cover about 56,600 acres and primarily produce wheat, forage crops, and cattle. Other crops include barley, canola, and legumes. In 2017, according to the U.S. Department of Agriculture five-year economic survey, the county’s agricultural products were valued at $7.3 million.
A long-term decline in logging and lumber mill employment intensified in 2000 when Potlatch, Inc. closed its Jaype mill in Pierce which employed 215 people. The collapse of the housing market in 2006 and decline in U.S. housing starts that started in 2007 resulted in further job losses. Manufacturing Jobs Employment in logging and wood products fell from 735 in 1992 to 365 in 2001, where it remained until the housing market collapse depressed it to • Wood Products • Other Manufacturing just 190 in 2009. In 2016, Tn-Pro Cedar closed its mill near Orofino that employed 55 people. Currently, about 160 people work in logging and 450 mills in the county. 300 Only in the past 20 years have manufacturers outside the lumber and 250 wood products sector began to play significant roles. Some 200 manufacturers have moved into the county, attracted by its low-cost, 100 business-friendly environment. In 1993, the county had only 33 non-wood 50 manufacturing jobs and today, it has about 250. ASE Sign Company was 01993 1998 2003 2008 2013 2018 the first tenant in the Orofino business park when it opened in 2004. Nightforce Optics, a manufacturer of high-quality riflescopes that opened Table 1: Clearwater County Manufacturing Jobs
Chapter 2 Page 6 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025 near Orofino about the same time, has grown to 100 jobs and is expected to continue growing over the next few years. SiX Boats, a jet boat manufacturer, moved to the Orofino business center in 2008 and the City is currently expanding the building to increase production and employment.
After the forest products sector suffered severe job losses during the recessions of the 1980s, the county’s population fell sharply from 10,266 in 1978 to 8,753 just 10 years later. Population declined to 8,485 in 1990. In the 1990s, many retirees moved into the county, and population rose to 9,049 in 1998. After the iaype mill closed in 2000, population fell to 8,596 by 2003. The population exodus slowed down and more retirees moved in. By 2008, the population rose to 8,764. The severe recession caused more people to move out than in for several years. In the last few years, the population has returned to its 2008 level. The net result is that the county’s population fell 15 percent over the 40-year period, while the state of Idaho’s population grew 93 percent and the U.S. population grew 47 percent. Clearwater County’s long population slide put downward pressure on retail spending, local government budgets, and construction activity.
With the loss of many young families over the year, the county’s population is older than average. Its aging population has made the health care sector its fastest-growing sector. Health care grew 53 percent from 367 jobs in 1998 to 563 in 2018. Clearwater Valley Hospital & Clinics in Orofino employs about 200 people and the state psychiatric hospital in Orofino employs 120, while 17 other health care providers employ about 240 people.
Chapter 2 Page 7 __ __
ATAGLANCE: IDAHO COUNTY
Square Miles: 8,485 County Seat: Grangeville (3,200) HOUSING HIGHER EDUCATION Established in 1864 University of Idaho Median Home Value Lewis-Clark State College $164,600 Median Age POPULATION 50.2 Homeowner Vacancy Rate 3.7% 2010 Census Females Age 65+ •• LARGEST PRIVATE 16,276 47.5% 2,414 Rental Vacancy Rate SECTOR EMPLOYERS 7.4% 2018 Estimate Males 1. St. Mary’s Hospital & Clinics Age 15-64 Occupied Housing Units 16,513 52.5% 11,444 2. Idaho Forest Group 6,480 3. Syringa General Hospital & Clinics 2025 I 2030 Projection Minority Under 15 Assisted Living Facilities 4. Advanced Welding & Steel 16,441 116,457 9.3% 2,655 3 5. Pacific Cabinets
ECONOMIC INDUSTRIES Median Household Income $40,299 Job Comparison 2013 2018 Change in Jobs 2018 Pay Per Job Per Capita Income Agriculture and Forestry 121 129 8 $32,350 $20,741 Mining 67 76 9 $47,063 County Property Tax $0.71 per $100 Value Construction 351 377 26 $33,893 of Families % Below Poverty Level Manufacturing 391 459 68 $43,639 7.0% Food Insecurity Rate: Trade, Utilities, and Transportation 867 836 -31 $32,737 Financial Activities 183 152 -31 $38,506 Professional and Business Services 116 103 -13 $41,371 COUNTY REGION 13.6% 14.7% Education and Healthcare 1,024 1,069 45 $35,425 Leisure and Hospitality 363 371 8 $13,369
Sources Information and Other Services 126 99 -27 $24,853 US Census Bureau. 2013-2017 ACS Stats America Measuring Distress Idaho Department of Labor Public Administration 608 593 -15 $52,082 National Association of Realtors Feedrng America Map the Meal Gap 2018 Google Chapter 2, Page 8 Idaho County traditionally depended on natural resources—farming, ranching, logging, Forest Service, and wood products—but has diversified its economy over the last 25 years. The forest cluster 9/12 ‘iVóf ,tW&2 is half as large today as it was 15 years ago. The U.S. Forest Service employment averages 280 people a month, while wood products manufacturing employs more than 210 people and other parts of the Geoi-aphicaIly, Idaho County is the lar9est cluster employ 130 people. of Idaho’s 44 counties. It is larger than the 13 Other manufacturing has grown in recent years with the creation and growth of Idaho Sewing for smallest counties added together. Sport, Advanced Welding and Steel, Pacific Cabinets, Uhling Products, and several machine shops. The county was named for the steamboat Today, non-wood manufacturers employ about 340 people, up from 80 in 1993. Idaho that was launched in 1860 on the Although its mountains, forests and rivers offer breath-taking scenery and exciting recreational Columbia River and served miners during the opportunities, the county is just beginning to fully tap its tourism potential. Its lodging, restaurant, and region’s First gold rush. tourist shops have become more sophisticated in recent years. In 2018, they employed 390. The The health care sector more than doubled in the last 15 years. Today, it employs about 660 people. battle that started the Nez Perce \Nai Other large employers include the state minimum-security prison on Cottonwood Butte and the Bureau was fought in White Bird Canyon on June 17, of Land Management headquartered in Cottonwood. Together, they employ more than 100 people. 1877 in Idaho Territory. The battle was a The Ida-Lew Economic Development Council is the nonprofit organization that recruits new signiFicant defeat ofthe U’S. Army businesses, help existing businesses expand, and otherwise strengthens and diversifies the economic Since the 1950s, Cottonwood Butte has base of Idaho and Lewis counties. For more information, go to: www.ida-lew.org. been home to an Air Force station, then a Job Corps training camp, and since the mid-1970s a minimum-security prison. Top Clusters by Employment Riggins was once known as Gouge Eye after gold miners got in a vicious saloon Fight 1860s. It Ileafth in the lies between the two deepest gorges in North America. The Salmon River historically 45 Forest produced percent ofthe steelhead and 45 percent of the chinook salmon in the Columbia River Construction Basin. The Monastery 0f St. Gertrude near Cottonwood—a home to Benedictine nuns for Tourm more than 110 years—runs a history museum, retreat center, and bed and breakfast. The Agriculture museum’s founder, Sister Alfreda Elsonsohn, wrote a biography of Polly Bemis, a woman Metal Fabcation horn in China who lived in the mining camp at Polly’s 100 200 300 400 500 600 700 Warren. story was the sublect of a 1991 Employment Film “A Thousand Pieces of Gold.”
Source: Idaho Deportment of Labor
Chapter 2, Page 9 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Idaho County
Idaho County measures 8,485 square miles, it is the state’s largest county and one of the largest counties in the continental United States. More than four-fifths of the county is covered by national forests, making the Forest Service a major employer.
Increasingly known for its spectacular scenery, whitewater rafting, fishing, hunting, hiking and camping, the county attracts growing numbers of visitors. The Salmon River attracts rafters, kayakers, and anglers in the summer. Campers and hikers enjoy three wilderness areas — Gospel Hump, Selway-Bitterroot, and Frank Church River of No Return. Hunters find plenty of game in the county’s forests. Snowmobilers and off-road vehicle enthusiasts have access to the thousands of miles of trail. Red River Hot Springs and Lodge in the Nez Perce-Clearwater National Forest has entertained visitors since 1909. The Riggins area has a growing reputation for its fishing and rafting opportunities. In 2000, the Salmon Rapids Lodge opened, providing Riggins with a centerpiece for its tourist sector. Whitewater recreation abounds on the Lochsa and Selway Rivers. St. Gertrude’s Monastery, a home to Benedictine nuns near Cottonwood, draws hundreds of visitors to its retreat center and bed and breakfast. Cottonwood’s most famous tourist site is Dog Bark Park which sells wood carvings and features a bed and breakfast in the shape of a wooden dog. Both Cottonwood and Grangeville have small ski areas nearby. The county’s largest lodging facility is the Super 8 Motel in
Grangeville. The leisure and hospitality - a sector that includes amusement, recreation, lodging, restaurants, and bars - employs up to 480 people at the peak of summer season. Employment drops to 290 in the winter. About 9 percent of the county’s nonfarm payroll jobs are in the leisure and hospitality sector, while 11 percent of U.S. nonfarm payroll jobs are.
Farming and ranching play an important role, especially on the Camas Manufacturing Jobs Prairie. The county’s 708 farms and ranches cover about 537,400 acres and primarily produce wheat, forage crops, barley, canola, and grass seed. • Wood Products • Other Manufacturing Other crops include garbanzos, barley, and lentils. In 2012, according to the U.S. Department of Agriculture economic survey conducted every five years, 550 500 the county’s farms were home to about 26,200 cattle and calves. Some 450 farms also raise bees, horses, pigs, and sheep. In 2017, the county’s 400 agricultural products were valued at $43.7 million. 350 300 250 The abundant forests traditionally provided hundreds of logging and wood 200 products jobs. Technology and changes in forest management have reduced 150 100 those jobs over the years while the national housing crisis that began in 50 2007 caused further erosion. Jobs in logging and wood products fell from 0 476 in 2000 to 389 in 2007 and then to just 188 in 2009. Today, about 280 1993 1998 2003 2008 2013 2018 people work in the industry. Idaho Forest Group, with more than 160 Table 2: Idaho County Manufacturing Jobs employees at its mill in Grangeville, is the county’s largest manufacturer.
Chapter 2 Page 10 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Non-wood manufacturing employment increased from 108 in 1993 to about 250 today. Manufacturers include Pacific Cabinets, which employs 50 people making cabinets in Ferdinand; Anderson Aeromotive, whose 35 employees refurbish airplane engines at the county airport in Grangeville; Idaho Sewing for Sports near Grangeville, which employs more than 20 people making custom padding for sports venues; and six machine shops and metal fabricators on the Camas Prairie. Advanced Welding & Steel, a Grangeville company that makes iron skeletons for buildings including beams, columns to stairs, and handrails, is classified in the construction industry, so its 80 employees aren’t counted in manufacturing.
The federal and state government sectors provide 10 percent of the jobs in the Idaho County Federal and State Government county, while they provide 5 percent of U.S. nonfarm payroll jobs. The U.S. Forest Service is the county’s largest employer, employing more than 360 Employers Jobs people in August and an average of 240 throughout the year. Twenty years ago, 1993 2018 1993 2018 its employment averaged 460. The Bureau of Land Management employs Federal 26 18 580 316 nearly 40 people, and the state’s minimum-security prison on Cottonwood State 10 8 133 132 Butte employs more than 60. Other relatively large employers include the Postal Service, Idaho Transportation Department, Idaho Department of Health Table 3: Idaho County Government Jobs and Welfare, and Idaho Department of Fish and Game. The decline in Forest Service employment explains the decrease in federal jobs over the last 20 years.
Idaho County’s population grew 7 percent from 15,418 in 1998 to 16,513 in 2018, while the state’s population grew 40 percent and the nation’s population grew 19 percent. The relatively slow population growth dampened employment in construction, service, local government, and retail.
The county’s aging population has made the health care sector a fast-growing sector. Health care more than doubled from 288 jobs in 1993 to 654 in 2018. Syringa Hospital and Clinics in Grangeville and St. Mary’s Hospital and Clinics in Cottonwood employ 360 people, while 31 other health care providers employ 300 people.
Chapter 2 Page 11 __
Square Miles: 1,077 HIGHER EDUCATION County Seat: Moscow (25,766) HOUSING ilfl Established in 1888 University of Idaho Median Home Value St. Andrews College $207,200 Lewis-Clark State College u. Median Age . POPULATION 29.2 Homeowner Vacancy Rate 1.7% 2010 Census Females Age 65+ •• LARGEST PRIVATE 37,244 49.2% 2,591 Rental Vacancy Rate SECTOR EMPLOYERS 2.5% 2018 Estimate Males 1. Gritman Medical Center Age 15-64 Occupied Housing Units 40,134 50.8% 31,216 2. Emsi Inc. 15,448 3. Walmart 2025 I 2030 Projection Minority Under 15 Assisted Living Facilities 4. Bennett Lumber 40,546 /40,806 11.7% 6,327 3 5. Moscow Food Co-op
ECONOMIC INDUSTRIES Median Household Income $43310 Job Comparison 2013 2018 Change in Jobs 2018 Pay Per Job Per Capita Income $24,166 Agriculture and Forestry 349 359 10 $54,491 County Property Tax Mining 13 13 0 $70,430 $1.60 per $100 Value Construction 383 489 106 $36,855 % of Families Below Poverty Level 9.8% Manufacturing 374 360 -14 $47,738 Food Insecurity Rate: Trade, Utilities, and Transportation 2,307 2,270 -37 $28,759 Financial Activities 385 382 -3 $37,724
COUNTY REGION Professional and Business Services 795 903 108 $42,321 16.7% 14.7% -f Education and Healthcare 5,880 5,994 114 $45,042 Leisure and Hospitality 1,740 1,937 197 $14,394 Sources US Census Bureau, 2013-2017 ACS Stats America- Measuring Distress Information and Other Services 432 482 50 $30,039 Idaho Department of Labur National Association of Realtors Feeding America Map the Meal Gap 20t8 Public Administration 625 628 3 $46,696 Google Chapter 2, Page 12 The University of Idaho in Moscow provides a fourth of the county’s jobs. Enrollment at the university is a major driver of retail, tourism, construction, and service jobs in the Moscow area. Its 12,V Vtf ,‘tWO%K2 enrollment growth has slowed in the last 15 years, reducing its economic stimulus. When settlers moved into the Moscow The forest cluster—logging, wood products, the Forest Service, and related transportation— area, their p195 loved the abundance ofcamas employs about 580 people today, down from 690 25 years ago. Bennett Lumber, which employs more bulbs, so it became known as Ho9 Heaven. In than 150 people, is the largest manufacturer. The metal cluster employs about 70 people at machine 1875, it chan9ed its name to Moscow. shops and equipment makers. Other manufacturers employ about 110 people. The Nez Perce was the first tribe to Farming of wheat and pulse crops play a major role in the county’s economy. selectively breed horses for specific traits and these horses, the appaloosas, were hi9 hly prized Technology transfer, health care, and tourism are the fastest-growing sectors. Technology for their endurance and speed. The appaloosa’s transfer, which takes new ideas developed by university researchers and turns them into practical is reference to the applications, has created about 320 manufacturing and professional services in the last 15 years. name a Palouse. In 1938, the Health care grew from 940 jobs 25 years ago to 1,560 today. The tourism sector employed 1,480 Appaloosa Horse Club formed Its headcuarters people in 1993 and 1,950 people 25 years later. in Moscow and includes an appaloosas re9istry and history museum. Partnership for Economic Prosperity is the county’s economic development organization. For Carol kyrie Brink, the dau9hter of more information, go to: www.pepedo.org. Moscow’s first mayor, became well-known for her stories of Idaho settlers. Her book “Caddie Woodlawn” won the Newberry Medal for Top Clusters by Employment children’s literature in 1936. She is featured at the McConnell Mansion Museum. Hher Education The mansion was built as a home in 1886
Tourism for a Moscow merchant who became Idaho’s governor a year later. McConnell’s dau9hter Heahh Mary married William Borah, the “Lion of ConstrsKtiun Idaho” who served as U.S. senator from 1907 to 1940. Forest Potlatch was founded in 1906 as a Tech Transfer company town built by the Potlatch Lumber Agniwiture • Company for workers at its new mill. The Palouse produces lar9e 9uantities of Metal Fabticatun I dry peas, lentils, and 9arbanzos, and the USA 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Pry Pea & Lentil Council established its head— Employment quarters in Moscow in 1965.
Source: Idaho Department of Labor
Chapter 2, Page 13 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Latah County
More than one in four Latah County nonfarm payroll jobs are at the University of Idaho, which employs 4,700 people in Moscow. Eight miles away in Pullman, Washington, Schweitzer Engineering Laboratories and Washington State University employ more than 1,800 Latah County residents.
Moscow is the major retail center for Latah County area so growth at Washington State and Schweitzer directly and indirectly creates jobs for Idaho residents. Enrollments at the universities soared after the recession began. As the economy recovered, enrollment fell at the University of Idaho but continued to grow at WSU. Expansion at Schweitzer also boosted consumer spending.
Agriculture and timber products in the forests around Potlatch, Elk River, and Kendrick have been the county’s other economic mainstays. Technological and other changes have reduced agriculture and forest products jobs over the last three decades.
The Palouse is renowned for its rich farmland that makes agriculture a major driver of Latah County’s economy, Its 1,041 farms cover 349,500 acres and primarily produce wheat, forage crops, lentils, barley, peas, garbanzos, Manufacturing Jobs and canola. In 2017, according to the U.S. Department of Agriculture five-year economic survey, the county’s farms were homes to about 5,500 cattle and calves, • Wood Products • Other Manufacturing 1,200 sheep and lambs, and 1,200 horses. In 2017, the county’s agricultural 550 products were valued at $78 million. 500 450 Nearly three-fifths of Latah County is forest land, so logging and mills have played a role in the economy for more than a century. Over time, other manufacturing 300 operations also evolved. The largest wood products company is Bennett Lumber mill at Princeton, which employs more than 150 people. Among the larger
150 manufacturers are three Moscow businesses - Fabtec Inc., which makes conveyors 100 and other machinery; Comtech AHA Corp., which designs and makes electronic devices; and Biketronics, which makes electronic devices, including sound systems 1993 1998 2003 2008 2013 2018 for Harley Davidson motorcycles. Latah County also is home to three printers and publishers, four machine shops, two wineries, and 10 other manufacturers. Table 4: Latah County Manufacturing Jobs Technology transfer from the university, creating companies based on research, has created about 380 professional service and manufacturing jobs in Latah County in the last 25 years and is expected to create many more in the future. The largest, Emsi, employs about 200, and plans to build headquarters with space for up to 500 in Moscow, ID.
Chapter 2 Page 14 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Latah County offers opportunities for hiking, biking, snowmobiling, hunting, and fishing. The University of Idaho holds conferences, football and other sports events, parents’ weekend, theater performances, concerts, and the annual Lionel Hampton Jazz Festival in February, bringing thousands of visitors to the area. Visitors to Moscow enjoy the Appaloosa Museum and Heritage Center, which features the Appaloosa horse and the Nez Perce Tribe, and the McConnell Mansion Museum in a house built by a wealthy merchant and former Idaho governor in the 1890s. A growing trail system is bringing more visitors to Troy, Kendrick, and Juliaetta. The county’s largest motel, the Best Western University Inn in
Moscow, employs 200 people. Leisure and hospitality - a sector that includes amusement, recreation, lodging, food service companies, restaurants, and bars - employs about 1,900 people. The highest employment of the year is in the fall, when many people come to visit students at the university, attend conferences, and see football games. About 13 percent of the countys total nonfarm payroll jobs are in the leisure and hospitality sector, while 11 percent of U.S. jobs are. The university, Moscow Chamber of Commerce, and local innkeepers are working together to bring more conferences to the area.
Although Latah County is somewhat insulated from economic downturns because of the University of Idaho and agriculture, it felt the economic chill after 2007. Construction fell sharply, logging and wood products lost 260 jobs (about one in four of jobs) between 2007 and 2012. Wood products and logging have restored all the jobs they lost, but in 2018 construction remained about 90 jobs below its peak levels of 640 in 2006.
The federal and state government sectors provide 33 percent of Latah County’s nonfarm payroll jobs, while they provide 5 percent of U.S. nonfarm payroll jobs. The county’s largest employer, by far, is the University of Idaho. The U.S. Forest Service’s employment fell from 148 in 1993 to 72 in 2018.
Latah County has grown faster than the rest of North Central Idaho, but still more slowly than the U.S. and Idaho. Its population grew 15 percent from 34,811 in 1998 to 40,134 in 2018, while the nation’s population grew 19 percent and the state’s population grew 40 percent. Despite population growth, Latah County’s retail sector has stagnated in the last two decades. The increased competition from stores in Whitman County and the growing popularity of online shopping have reduced shopping in Latah County. Retail employment, which had 1,954 job in 1998, peaked at 2,128 in 2003. Today, it’s hovering around 1,780—about 9 percent lower than 20 years Table 5: Latah County Government Jobs earlier.
The county’s growing population has made the health care sector a relatively fast-growing sector. Health care jobs grew 38 percent from 1,123 in 1998 to 1,547 in 2018. Gritman Medical Center in Moscow employs more than 500 people, while 56 other health care providers employ about 500 people. Among the largest health care providers are the Good Samaritan Society’s nursing home and assisted living, the Moscow Care Center nursing home, and Moscow Family Medicine, a doctors’ clinic.
Chapter 2 Page 15 __
____
AT A GLANCE: LEWIS_COUNI
Square Miles: 479 HIGHER EDUCATION County Seat: Nezperce (469) HOUSING fl’fl Established in 1911
_\ University of Idaho Median Home Value Lewis-Clark State College $120,000 Median Age .. POPULATION 48.6 Homeowner Vacancy Rate 2.6% 2010 Census Females Age 65+ •• LARGEST PRIVATE 3,821 49.2% 520 Rental Vacancy Rate SECTOR EMPLOYERS 5.3% 2018 Estimate Males 1. Kamiah Mill (Empire) Age 15-64 Occupied Housing Units 3,861 50.8% 2,622 2. Nez Perce Tribe 1,626 3. Lakeside Residential Care 2025 I 2030 Projection Minority Under 15 Assisted Living Facilities 4. HilIco Inc. 3,990! 4,009 16.7% 719 3 5. Flying B Ranch
ECONOMIC INDUSTRIES Median Household Income $40,313 Job Comparison 2013 2018 Change in Jobs 2018 Pay Per Job Per Capita Income $23,285 Agriculture and Forestry 112 137 25 $44,947
County Property Tax Mining 0 0 0 - $1.36 per $100 Value Construction 64 81 17 $26,290 % of Families Below Poverty Level 8.8% Manufacturing 291 223 -68 $37,175 Food Insecurity Rate: Trade, Utilities, and Transportation 337 337 0 $30,881 Financial Activities 46 66 20 $53,676 Professional and Business Services 32 74 42 $37,777 COUNTY REGION 14.8% 14.7% Education and Healthcare 361 356 -5 $24,050 Leisure and Hospitality 136 152 16 $16,367
Sources US Ceases Bureau, 2013-2017 ACS Information and Other Services 30 43 13 $18,812 Slats America Measuring Distress lOaho Deparrmerrt of Labor National Association of Realtors Public Administration 155 173 18 $43,542 Feeding Arnesca Map lIre Meal Gap 2018 Google Chapter 2, Page 16 Lewis County’s economy remains heavily dependent on natural resources. About 300 people work at farms, grain elevators, and agricultural services. Over time the forest products industry has lost jobs, 19iV Vtf ,tWt2%2 but it remains a major source of employment in several communities. In 2016, Blue North Forest Most of Lewis County lies in the Nez Perce Products mill in Kamiah closed, putting 66 people out of work. Today, 160 people work sawmills and at Reservation. But, only 9 percent of its another 80 work in the logging industry. Five years ago the Nez Perce-Clearwater National Forests population are American Indians. opened its headquarters in Kamiah, and now employs about 50 people. Karniah was the winter home ofthe Nez Manufacturers that do not make wood products employ about 60 people. The largest is HilIco Perce Indians. They came to fish for steelhead, Technologies, a Nezperce company making equipment to keep farm combines level. In 1993, there was a staple in their diet, and to make “Kamia” no manufacturing activity outside the forest products cluster. ropes. Kamiah also is where the Nez Perce first Employment in the tourism cluster doubled over the last 25 years to 240 jobs. Hunting, fishing, bred the Appaloosa horse. rafting, and camping draw tourists. The largest tourism attractions include the Nez Perce Tribe’s casino The Nez Perce Tribe’s creation myth in Kamiah, Flying B Ranch—a resort for hunters in Kamiah, and Winchester State Park. centers on the Heart ofthe Monster, a small hill outside Kamiah. Ida-Lew Economic The Development Council (www.ida-lew.org) is the nonprofit organization that The Corps of Piscovery, led by Lewis and recruits new businesses, help existing businesses expand, and otherwise strengthens and diversifies the Clark, camped near the Nez Perce in the economic base of Idaho and Lewis counties. For more information, go to: www.ida-lew.org. Kamiah Valley for several weeks during the early spring of 1806 in waiting for the snow to Top Clusters by Employment melt before they could continue their tourney east. Lewis County is named after Captain Meriwether Lewis, the expedition’s leader. Tourm In 1909, the Craig Mountain Lumber Company built a large sawmill, which employed Heafth 270 people working 10 hours a day, and a town called Winchester sprang up there. The city was named in 1900 during a meeting to establish a Agricihure school district. While considering the possibili ties, an individual looked at the stack of Construction Winchester rifles at the door and suggested the name, which was approved. After the Winchester sawmill closed in Metal Fabcation 1965, the state turned its mill pond into Winchester Lake State Park. 50 100 150 200 250 Employment
Source: Idaho Deportment of Lobor Chapter 2, Page 17 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Lewis County
Lewis County is largely farmland on prairies above river valleys. Agriculture - especially wheat, peas, barley, lentils, forage crops and cattle - is the major industry. The county’s 197 farms cover 200,435 acres and primarily produce wheat, barley, grass seed, forage crops, oats, lentils, peas, and canola. In 2017, according to the U.S. Department of Agriculture five-year economic survey, the county’s farms were home to about 4,600 cattle and calves. In 2017, the county’s agricultural products were valued at $37.8 million.
Manufacturing jobs nearly tripled from 80 in 1998 to 223 in 2018. Manufacturing Jobs More than 40 of the new manufacturing jobs came from Hillco Technologies in Nezperce, which makes leveling systems for • Wood Products • Other Manufacturing combines. Almost one-fifth of Lewis County is forest land, and 300 logging and mills have played a major role in its economy since the 1890s. The wood products industry also added jobs despite 250 the recession and long-term pressures that have reduced wood product employment in most places. Kamiah was hurt by the 200 2008 closure of Three River Mill just across the county line in Idaho County, impacting 108 Kamiah workers. The August 2010 150 opening of Blue North Forest Products mill at the same site restored more than half those jobs. The Three Rivers Mill jobs 100 were reported in Idaho County, but the Blue North jobs were reported in Lewis County. Blue North closed in May 2016, idling 50 its 66 employees. Kamiah Mills, a sawmill employing more than 100 people, is the largest manufacturer in Lewis County. 0 Following the Blue North closure, manufacturing jobs in the 1993 1998 2003 2008 2013 2018 county fell to 223 in 2018.
Table 6: Lewis County Manufacturing Jobs Beautiful scenery and outdoor recreational opportunities draw visitors to Lewis County. Winchester Lake State Park offers 211 acres of campsites, yurt and canoe rentals, and nature trails around a beautiful lake. The Nez Perce Tribe operates a small casino in Kamiah that employs nearly 60 people. The Flying B Ranch, a hunting lodge on a 5,000-acre ranch near Kamiah, attracts hunters from across the nation. The Flying B also holds exclusive outfitter rights to a vast tract of special permit areas in the Nez Perce-Clearwater National Forest. The ranch employs more than 50 people at its fall peak. The tourism cluster employs about 250 people today, up from 170 in 1998. Tourism plays a slightly smaller role in Lewis County than in the U.S. - about 9 percent of the countys nonfarm payroll jobs are in the leisure and hospitality sector, while 11 percent of U.S. payroll jobs are.
Chapter 2 Page 18 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
The federal and state government sectors provide 7 percent of Lewis County’s nonfarm payroll jobs, while they provide 5 percent of U.S. jobs. Federal and State Government Winchester State Park, Idaho Department of Lands, and Idaho Fish and Employers Jobs Game have added jobs. Federal employment also rose after the U.S. 1993 2018 1993 2018 Forest Service opened the headquarters for the consolidated Nez Perce Clearwater National Forest in Kamiah in 2014. Federal 14 7 48 62 State 6 5 40 52 After the damage to agriculture and forest products from the two severe recessions in the 1980s, Lewis County’s population fell 21 percent from Table 7: Lewis County Government Jobs 4,398 in1978 to 3,846 in 1987. Population edged up in the next 10 years to 3,856; fell to 3,665 by 2005; and, increased to 3,861 in 2018. Lewis County’s population stayed roughly the same between 1998 and 2018, while the U.S. population grew 19 percent and Idaho’s population grew 40 percent.
As Lewis County’s population has aged, health care has become one of the fastest growing sectors. Health care jobs soared from 32 in 1998 to 169 in 2018. The county’s largest health care providers include Lakeside Residential Care in Winchester, St. Mary’s Hospitals and Clinics in Kamiah and Craigmont, and the Nez Perce Tribe’s clinic in Kamiah. Eight other health care providers serve the county.
Chapter 2 Page 19 ______
AT A GLANCE: NEZ PERCE COUNTY
Square Miles: 849 County Seat: Lewiston (32,817) HOUSING HIGHER EDUCATION Established in 1864 Lewis-Clark State College Median Home Value University of Idaho $172,500 Median Age . POPULATION 40.8 Homeowner Vacancy Rate 1.3% 2010 Census Females Age 65+ •• LARGEST PRIVATE 39,265 50.6% 3,697 Rental Vacancy Rate SECTOR EMPLOYERS 7.5% 2018 Males 1. Clearwater Paper Estimate Age 15-64 Occupied Housing Units 40,408 49.4% 2. Vista Outdoor 29,549 16,308 3. Nez Perce Tribe 2025 I 2030 Projection Minority Under 15 Assisted Living Facilities 4. St. Joseph Regional Medical Center 41,212 /41,363 13.1% 7,162 9 5. Schweitzer Engineering Laboratories
ECONOMIC INDUSTRIES Median Household Income $51,804 Job Comparison 2013 2018 Change in Jobs 2018 Pay Per Job Per Capita Income Agriculture and Forestry $26,799 212 176 -36 $53,754 County Property Tax Mining 75 95 20 $71,944 $1.95 per $100 Value Construction 669 911 242 $43,586 % of Families Below Poverty Level 9.4% Manufacturing 3,532 3,645 113 $58,133 Food Insecurity Rate: Trade, Utilities, and Transportation 3,745 3,852 107 $36,883
Financial Activities 1,328 1,217 -111 $57,327
COUNTY REGION Professional and Business Services 919 1,016 97 $35,344 13.1% 14.7% Education and Healthcare 5,118 5,273 155 $40,091 Leisure and Hospitality 2,128 2,194 66 $18,309 Sources US Census Bureau, 2013-2019 ACS Information and Other Services Stats America Measaring Distress 928 971 43 $30,435 Idaho Department of Labor National Association of Realtors Feeding Amer,ca Map the Meat Gap 2018 Public Administration 1,641 1,648 7 $46,919 Google Chapter 2, Page 20 Nez Perce County is a regional hub for retail, health care, media, government and transportation. Lewiston is Idaho’s only seaport. Barges travel the Snake and Columbia rivers from there to the ocean. 12/1? 26’f ,tñ22%<2 Manufacturing jobs grew 20 percent from 3,060 in 2003 to 3,667 in 2018, while U.S. manufactur ing employment fell 13 percent. The largest employer is Clearwater Paper, whose 1,200 employees Lewisto’i si-I-s o-l- the coifIMeice of -i-he Sicke make tissue and paperboard. Vista Outdoors, an ammunition manufacturer, employs 1,000 people. rw-l-erivers which the Lewis io1 Ammo makers added more than 1,000 jobs after 2010, but then lost more than 500 since the 2016 CIrc expeti-hoi ivi presidential election. The opening and subsequent expansions of the Schweitzer Engineering Laborato cc4-t- throh thiSoi-l ries electric equipment plant created more than 500 jobs. A variety of metal fabricators, including am cioes oti i-i-s -l-rec to the i’cific Oce&i. munition manufacturers and aluminum jet boat builders, make up a sizeable portion of manufacturing Lewistoi is eô1 f-l-er -I-he expec1itioi’s employment. Ieter Weriwether Lewis. Its sister, citj 4st oicross the Steiver iii WtshiioyI-oi, The Nez Perce Tribe employs more than 600 people at its Lapwai headquarters and medical clinic tooc -1-he tite lrstoi whei it iiicorpo and another 250 at its casino resort near Lewiston. St. Joseph Regional Medical Center, the heart of rtte i 1O2. Lewiston’s medical community, employs more than 900. Lewis-Clark State College employs 700. Valley Vision (www.lewis-clarkvalley.org) serves both Nez Perce and Asotin counties, recruiting The cllscoverj of olcl üi 1’ierce Iec to -i-he businesses, helping businesses grow, and tackling problems that hamper economic development. The estishviieit of Lewistoi i Sivce Nez Perce Tribe also plays an important role in economic development in the county and neighboring ooits cotiIc1 trtve( frovn the icific Oce to counties. The Port of Lewiston promotes economic development through its vital role in transportation; Lewistot’i vio’ the Col it *i Site rivers, business incubator and industrial parks; and efforts to improve Internet access. it ws ti cestiittioii for vni’iers their scipplies. The towi’s pop tiot’i sotre1; for t rief period it hd pop(ttioi Ioircer th Top Clusters by Employment SetttIe id 1ortltd covitied, Chiese were tio’1 the thostiô1s of iiers who Health cve to I&ho for eoId. LewistoLl’s dlowt’ltowtl h6d vi- ChiLlese t4siL1esses id Tourism tevipe. Metal Fabrication Lewistovi is Idtho’s o’iI’-t setport. Forest 9rOes trveI 4S vii(es frow the cific Ocei Construction th r& the Co itSioke River river-s-1stevi Higher Education The frst roes left the fort of LewistoLl Agriculture • ILl
500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 Loipwi is the cpit ci-h-1 for the Nez. 1erce Employment TrIL’e. Its vietis the “ploce of the ‘tiitterflies” iLl the Nez. lerce ILl,i6e. The Sources: tribe hs viore thvi ,SQQ vLle’ers. Idaho Department of Labor
Chapter 2, Page 21 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Nez Perce County
Although it is 465 miles from the Pacific Ocean, Lewiston is Idaho’s only seaport. The Snake River carries barges loaded with grain, legumes, paper, lumber and other products to the Columbia River and then the Pacific Ocean. Trucks bring products to the port from Idaho, Montana, and Washington. A single grain barge can move 3,000 tons of grain - the equivalent of 134 grain trucks - and uses a quarter to half the amount of fuel as trucks or rail traffic. Problems at the Port of Portland greatly reduced containerized shipping in 2016, but barges still carry grain and other products that don’t need to be containerized.
Nez Perce County’s agricultural sector plays a significant role in the economy. Its 446 farms cover 381,587 acres and primarily produce wheat and barley. Other crops include peas, lentils, garbanzos, rapeseed, canola, mustard, safflower, oats, and buckwheat. In recent years, a few people have started growing grapes for wine. Cattle and horses are the major livestock. In 2017, according to the U.S. Department of Agriculture five-year economic survey, the county’s agricultural products were valued at $74.3 million.
Nez Perce County is tied to all the counties in North Central Idaho, but even more closely to Asotin County in Washington. Together, the two
- counties whose largest cities of Lewiston and Clarkston are connected by bridges across the Snake River - make up the Lewiston metropolitan area. Asotin County is largely a bedroom community for Nez Perce County although some Nez Perce County residents work across the border in Washington State.
Manufacturing plays an important role in the county. From the 1920s until 2016, Manufacturing Jobs the Clearwater Paper (formerly Potlatch, Inc) complex in Lewiston has been the largest private employer in the region. Clearwater Paper is known for the variety • Wood Products • Other Manufacturing and high pay of its 1,200-plus jobs. In 2011, it sold its sawmill, which was then 550 Idaho’s largest mill, to Idaho Forest Group. About 250 people worked at the mill 500 before the sale; the same as today. In 1993, 540 people worked in the county’s 450 wood products sector. Today, about 330 do. Lewiston ammunition maker Vista 400 Outdoor (formerly ATK) grew from 400 jobs in 1993 to more than 1,400 jobs by 350 2016. Howell Machine, which made equipment for ammunition makers for 300 years, began making ammunition in Lewiston in 2012 and its employment 250 exceeded 400 in 2016. Ammunition makers lost more than 500 jobs after the 200 150 presidential election reduced purchases of ammunition and guns. In 2012, 100 Schweitzer Engineering Laboratories opened a plant in Lewiston. The electrical 50 equipment maker increased employment there to more than 500 in 2018. 0 1993 1998 2003 2008 2013 2018 Lewiston is a gateway to Hells Canyon, the deepest river gorge in North America. The Snake and Clearwater River provide extensive opportunities for boating, Table 8: Nez Perce County Mfg Jobs Chapter 2 Page 22 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Lewiston is a gateway to Hells Canyon, the deepest river gorge in North America. The Snake and Clearwater River provide extensive opportunities for boating, fishing, hiking, and other recreation. Hunters can find elk, deer, pheasants, turkeys, and chukars. The Nez Perce Tribe operates a casino and hotel that employs about 240 people near Lewiston. Lewiston’s warm climate allows visitors to enjoy golfing for much of the year. From March through November six cruise boats carrying 150 to 200 people per trip dock at the ports in Clarkston so their passengers
can enjoy the area’s recreational opportunities, including jet boats tours of Hells Canyon. Leisure and hospitality - a sector that includes amusement, recreation, lodging, restaurants, and bars - employs about 2,100 people. About 10 percent of the countys total payroll jobs are in leisure and hospitality, while 11 percent of U.S. payroll jobs are.
The Nez Perce Tribe employs more than 900 people at its headquarters, clinic, environmental remediation, and other operations in Lapwai and its casino resort near Lewiston. The tribe offers the greatest diversity of occupations of any employer in the county. It also is one of the District’s fastest growing employers and expects to continue to add jobs in a variety of operations.
Lewiston is a regional hub for transportation, retail, health care, entertainment, federal and state government, wholesale, and professional services. The federal and state government sectors provide 7 percent of Nez Perce County’s nonfarm payroll jobs, while they provide 5 percent of U.S. jobs. As a regional center, Lewiston is home to many federal and state agencies. The largest state government employer is Lewis-Clark State College that employs about 700 people. As a four-year college that also offers one- and two-year professional-technical training programs and customized training for individual employers’ workers, the college plays a major role in developing the long-term skills of the District’s labor force. Its enrollment in fall 2018 was 3,684 students. The Idaho Department of Health and Welfare, the Idaho Transportation Department, Idaho Department of Fish and Game, the North Central Idaho Health District, the Idaho State Police, and the U.S. Postal Service are the largest employers outside of the college. Federal employment in Nez Perce County fell after several federal offices closed, while state employment rose mostly because of the growth of Lewis Clark State College.
Despite the area’s population growth, retail employment now is lower than 20 years ago. In 1998, Nez Perce County retailers employed 2,908 people. Their employment hovered in that range until the recession. By 2018, they employed 2,468. Growth of Clarkston’s retail sector, including the move of Wal-Mart from Lewiston to Clarkston in 2009, reduced some of Lewiston’s retail employment, as did the growth of Internet retailers such as Amazon.
Nez Perce County’s population has grown steadily, but slowly. Between 1998 and 2018, Nez Perce County’s population grew 8 percent from 37,395 to 40,408, while Asotin County’s population grew 9 percent from 20,721 to 22,610. In the same period, Idaho’s population grew 40 percent and the U.S. population grew 19 percent. Steady population growth allowed gradual expansion of retail spending, construction activity, and local government.
As Nez Perce County’s population has grown and aged, health care has grown rapidly. Health care jobs grew 37 percent from 2,577 in 1998 to 3,521 in 2018. Residents in neighboring counties in Idaho and Washington often come to Lewiston for medical care. St. Joseph Regional Medical Center in Lewiston employs nearly 1,000 people. About 840 people work in the county’s rehabilitation and residential care facilities. Chapter 2 Page 23 _____
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Doctors’ offices and medical clinics employ more than 900 people in the county. The Nez Perce Tribe runs Nimiipuu Health, a full-service medical clinic in Lapwai that employs about 130 people. Altogether, 161 health care providers operate in the county.
People
The District’s population growth reflects its slow economic The Region’s Population Growth since 1973 growth since 1980. In the late 1960s and early 1970s, the 140% region’s mainstay industrial cluster - forest products - 120% added hundreds of jobs, and the region’s population grew 100% — District at the same rate as the U.S. population. After the two 80% 60% recessions of the early 1980s cut hundreds of forest —State of Idaho 40% product jobs, many people moved out of the District 20% seeking employment elsewhere. In the late 1980s, the 0% =United States recovery in the forest products sector and growth in some -20% 1973 1978 1983 1988 1993 1998 2003 2008 2013 2018 other sectors allowed some families to return to the District. Since 1993, the District’s population has grown Table 9: Regional Population Growth since 1973 slowly.
After many young people moved out of the area to look for work, the District Population by County remaining population was older, and therefore the birth rate fell. Many of 2010 2012 2014 2016 2018 the people moving into the District are retired, and therefore are not Clearwater 8,727 8,578 8,576 8,652 8,758 contributing to the District’s birth rate. Also contributing to the decline in the birth rate is the change from the large families once typical of rural Idaho 16,309 16,441 16,272 16,230 16,513 areas to smaller family sizes more typical of the U.S. today. The birth rate Latah 37,254 38,089 38,513 39,038 40,134 fell further after 2007, when the recession caused many young adults to Lewis 3,820 3,820 3,813 3,854 3, 861 postpone marriage and childbirth.
Nez Perce 39,315 39,498 39,835 40,160 40,408 Clearwater County’s long-term economic decline, following the loss of District 105,425 106,426 107,009 107,934 109,674 logging and wood product jobs, caused many young people to move away, resulting in an especially high proportion of senior citizens. Lewis County Table 10: District Population by County also lost a lot of its population in the 1980s and early 1990s as forest Chapter 2 Page 24 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025 products lost jobs, but has been growing slowly since. Latah County’s more rapid growth mostly reflects the long-term increase in enrollment at the University of Idaho.
The District’s population continued to grow after the recession began at nearly the same rate as it did in the previous decade. The District’s relatively slow population growth hampers growth in retail, construction, service, and government sectors.
The population of the District is not as racially or ethnically diverse as the U.S. population. Native Americans are the largest racial minority in the District. People who told the Census they were only one race and that was American Indian make up 3.4 percent of the population. The Nez Perce Tribe’s reservation is home to most of the District’s 3,760 residents who are Native Americans.
Hispanics make up almost 4 percent of the population. Because Hispanic origin and race are two separate Census questions, people identify themselves as Hispanic or not Hispanic and as a member of one or more races. Some of the Hispanics are white, while others are Native Americans or black, and many are of more than one race. Typically, when people refer to ethnic or racial minorities, they mean people who are not white or of Hispanic origin.
The District’s population is older than the U.S. population. The higher proportion Population of District, by Age of older residents limits the District’s labor force growth, prompts the rapid growth of the region’s health care industry, and poses special problems for social 1970 2018 Change service providers. Total 82,896 109,674 32%
Under 15 years 23,482 17,996 -23% Even though the Clearwater District’s population grew 32 percent, roughly half as fast as the U.S. population, between 1970 and 2018, its population between the 15 to 29 years 22,036 26,273 19% ages of 60 and 74 grew 136 percent which is almost as fast as the U.S. population 30 to 44 years 13,353 17,727 33% growth of 141 percent in that age group. Of note is the District’s population ages 45 to 59 years 12,711 18,871 48%
75 and older grew 207 percent, faster than the U.S. growth of 188 percent. While 60 to 74 years 8,346 19,700 136% the U.S. population under 15 years of age grew only 5 percent between 1970 and 75 years & over 2,968 9,107 207% 2018, the CEDA District’s population under 15 declined 23 percent.
Table 11: Population of District Age Groups Nez Perce County s relatively warm climate, public transportation options, and large community of health care providers attract a lot of retirees, but Lewis-Clark State College in Nez Perce County helps boost the number of
Chapter 2 Page 25 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025 people 15 to 29 years of age in the county. Latah County has an unusually high number of people 15 to 29 years of age, because of the students at the University of Idaho.
The counties with the most stagnant economies generally have the oldest populations. Clearwater, Idaho, and Lewis counties all have more people 65 years and over than people under 18. The U.S. population 65 years and over is about two-third of the size of the population under 18.
The aging of the population in the District is even more dramatic than the aging of the U.S. population, a huge demographic change unprecedented in U.S. history. Because of its high birth rate before the 1970s and because so many young adults moved elsewhere for jobs, the District’s population traditionally was relatively young, but now it is relatively old.
Education
A high proportion of the District’s adult population has high school diplomas. The 2013-2017 American Community Survey found that 93 percent of the District’s population 25 years and older had graduated from high school or earned an equivalency, while only 87 percent of the
U.S. population25yearsandolderhad. . Educational Attainment of Population 25 Years and Over by County
Clearwater County has the lowest _. proportion of high school graduates in the Census Bureau, American Community Survey, 2013-2017 Estimates District, 89 percent. Its lower rate is partly United . Nez Clearwater Idaho Latah Lewis explained by its high proportion of people States Perce over 65 years of age. People from earlier Less than 9th grade 5% 3% 3% 1% 4% 2% generations were less likely to graduate 9th to 12th grade, no diploma 7% 8% 7% 3% 7% 6% from high school than people in more recent generations. High school graduate (inc. GED) 27% 35% 35% 19% 33% 31%
Some college, no degree 21% 29% 28% 22% 32% 29% About 29 percent of the region’s residents 25 years and older have earned bachelor’s Associates degree 8% 8% 8% 9% 9% 9% or higher degrees while 31 percent of Bachelor’s degree 19% 12% 13% 27% 12% 16% American adults are college graduates. Graduate or professional degree 12% 5% 6% 20% 4% 6% Lewis County has the lowest percentage of college graduates, only 16 percent of its Table 12: Education Attainment by county, Population 25 and Over adult population have earned bachelor’s
Chapter 2 Page 26 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025 degrees or higher. Latah County, whose largest employer is the University of Idaho, has the highest percentage of college graduates -46
percent. The other three counties are below the national average: Clearwater County - 17 percent; Idaho County - 19 percent; and Nez Perce
County - 23 percent.
The Clearwater District has significantly increased the educational level of its adult population in the last three decades. In 1980, only 74 percent of the District’s population 25 years and over were high school graduates. Today, 93 percent are. In 1980, 17 percent of the Districts 25-plus population had earned a bachelor’s degree or higher. Today, 29 percent have. There also has been a significant increase in individuals who are earning technical certificates and associate degrees from colleges.
Workforce
The District’s workforce traditionally has had a reputation for its strong work ethic and high productivity, but it has grown slowly. Between 1978 and 2018, the District’s civilian labor force grew 22 percent from 42,800 to 52,300. In the same 40-year period, the U.S. civilian labor force grew 59 percent and the state of Idaho’s grew 98 percent.
Economic problems and the aging of the population caused Clearwater County to lose labor force throughout the last three decades and Idaho County’s labor force didn’t grow significantly in the last 30 years. Latah County experienced the fastest growth in the region, 40 percent between 1978 and 2018. People living in Latah County often work in neighboring Whitman County, Washington, where Washington Unemployment Rates State University and Schweitzer Engineering Laboratories are 25 located. 20 —Clearwater The recession, aging of the population, and stagnant employment 15 —Idaho caused Nez Perce County’s labor force to shrink a bit after the 1990s. Nez Perce County employers draw workers from 10 —Latah —Lewis throughout the District and from Asotin County, Washington, 5 while many Nez Perce County residents work in Latah and —Nez Perce 0 Whitman Counties. Despite that decline, Nez Perce County grew 1978 1983 1988 1993 1998 2003 2008 2013 2018 28 percent over the last 40 years. In 2018, Lewis County’s labor force was roughly the same size as it was 40 years earlier. Table 13: District Unemployment Rate
Chapter 2 Page 27 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
The District experienced especially high levels of unemployment in the early 1980, when a double-dip recession devastated forest products employment. Since then, the District’s unemployment rate has moved similarly to the U.S. unemployment rate and has often fallen below the U.S. unemployment rate. Between 2003 and 2007, the District experienced some labor shortages. Skilled manufacturing, construction, and health care workers were especially difficult to find, but even wages for unskilled workers rose sharply as employers competed for the limited number of workers.
The District’s unemployment rate fell to the lowest rate ever recorded, 2.9 percent, in June 2007. After the U.S. recession began in December 2007, the District’s unemployment rate more than doubled, but remained below the U.S. unemployment rate. Clearwater and Idaho counties, the District’s most timber-dependent counties, suffered from double-digit unemployment rates after the U.S. housing market collapsed, slashing the demand for lumber and other wood products. Idaho County’s unemployment rate fell below 10 percent in late 2012, while Clearwater County’s rate fell below 10 percent in 2014. The unemployment rates of the District’s other counties also fell considerably since the recession ended. In all the District’s counties, except Lewis, unemployment rates fell to record lows in 2018 and 2019.
While 22 percent U.S. labor force - including Workers on Payrolls in District, By Age of the in 2018 workers on
employers’ payrolls, the self-employed, and unemployed workers - was over 54 1998 2018 1998 2018 years of age, 24 percent of the District labor force was over 54 years of age. Total 40,329 41,561 100% 100% The District therefore will be facing a high number of retirements in coming 14-18 years 1,496 1,125 4% 3% years. With its youth population growing more slowly than the nation’s, the District will face challenges in replacing those retirees. Workers on payrolls who 19-21 years 2,784 2,484 7% 6% were aged 25 to 54 years fell 13 percent from 19,638 in 1998 to 17,057 in 2018. 22-24 years 2,947 V 2,775 7% 7% The number of people under 22 years old on payrolls fell 12 percent from 7,227 25-34 years 9,000 8,588 22% 21% to 6,384. ‘35-44 years 10,638 8,464 26% 20% Over the decades, the District has experienced a high level of “brain drain”. 45-54 years 8,686 8,094 22% 19% [ Young people who grow up in the District or come to the District for an 55-64 years 3,936 7,489 10% L18% education tend to move away after graduation, because job opportunities are G5year&over 842 2,542 2% 6% limited. If the region can keep more of these youth, it will solve its biggest potential labor force problem.
Table 14: Workers on Payrolls in District, by Age
Chapter 2 Page 28 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Finding and affording care for their children is a barrier to working for many parents. That’s especially true for shift workers, people who work unusual hours or days, and families in rural communities. Another difficulty for many workers is the lack of affordable housing, which makes many individuals face long commutes - reducing family time, increasing costs, requiring reliable vehicles, and posing travel challenges especially in the winter months.
Employers often find they lose some Educational Attainment of the Population 25 Years & Over workers who commute long distances with the arrival of winter U.S. Census Bureau American Community Survey 2013-2017 weather. The lack of affordable District State of Idaho United States housing also makes it challenging for businesses to expand their workforce 25 to 34 years Female Male Female Male Female Male in many communities, since this High school graduates 94% 93% 92% 90% 91% 88% makes it difficult to recruit workers Some college but no bachelor’s 39% 36% 40% 36% 33% 31% to the area. Bachelors degree or higher 38% 29% 28% 23% 38% 30% The District’s workforce is better 35 to 44 years educated than the state’s and the nation’s workforces. The District has High school graduates 96% 92% 92% 89% 89% 87% a better high school graduation rate Some college but no bachelor’s 41% 35% 38% 32% 31% 28% than the state, which performs Bachelors degree or higher 35% 29% 32% 30% 38% 32% better than the nation. The District 45to64years outperforms the state and U.S. in terms of postsecondary education, as High school graduates 95% 92% 92% 90% 89% 87% well. Its young men especially stand Some college but no bachelor’s 37% 36% 40% 35% 32% 28% out for their educational attainment Bachelor’s degree or higher 32% 25% 26% 27% 30% 30% relative to young men in Idaho and the U.S. Table 15: Education Attainment of Population 25 Years & Over
Chapter 2 Page 29 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Industrial Clusters that Drive the District’s Economy
Industrial clusters are groups of industries located in the same area and tied to each other by common products, services, supply chains, and/or workforce needs. Some industries in the clusters may have developed to support another industry in the cluster. Firms in the cluster may compete against each other, because they make the same products or services, or they may cooperate as part of a common supply chain. They often have similar workforce needs, and workers who receive training and gain experience in one firm in the cluster may be able to find work easily in another firm in the same cluster. Clusters generally form based on an area’s comparative advantages. North Central Idaho has several industry clusters, some are well-developed but continuing to evolve and others are in the process of forming.
Forest products: The forest product industries make up the District’s largest and oldest industrial cluster. This includes logging; transportation firms that carry logs, lumber, paper, and wood chips; wood products manufacturing; paper products manufacturing; machine shops that specialize in repairing and fabricating logging and sawmill equipment; and forest management. Altogether about 3,900 people work in the forest products cluster. The largest employers in the cluster are Clearwater Paper mill in Lewiston, 1,200 jobs; the Forest Service, 400 jobs; Idaho Forest Group, more than 400 jobs at its mills in Lewiston and Grangeville; the Nez Perce Tribe, 250 jobs; and Bennett Lumber mill in Princeton.
Forest management - including reforestation, management for recreational uses, stream restoration, fire prevention and fighting, and fish and wildlife management - is the source of many jobs with the Forest Service, state land and park departments, the Nez Perce Tribe, the University of Idaho, environmental engineering and analysis firms, and private forest land owners. Well-managed forests in turn boost tourism and make the District attractive to people looking for places to live.
Recreational technology: North Central Idaho is an outdoor paradise offering great opportunities for hunting, fishing, hiking, camping, jet boating, snowmobiling, whitewater rafting, horseback riding, recreational vehicles, and cross-country skiing. Not surprisingly, many manufacturers here make equipment for recreational activities.
The Lewis-Clark Valley is known as the jet boat capital of the world, as 13 firms in Lewiston, Clarkston, and Orofino manufacture aluminum jet boats. The Snake River Boat Builders, a coalition of jet boat manufacturers has introduced their jet boats into the European market. The coalition has exhibited its boats at Europe’s largest boat show in Dusseldorf, Germany, and boat shows and trade missions in Norway, Sweden, and Spain. Boat builders employ about 200 people in North Central Idaho and another 250 in Clarkston, WA.
Chapter 2 Page 30 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Ammunition is the largest rec-tech industry in the region. Ammunition Ammunition & Gun Mfg Jobs maker, Vista Outdoor (formerly, ATK) in Lewiston, added more than 500 jobs between 2007 and 2016. They undertook a $70 million expansion in 2,000 1,800 2016, and its employment rose to 1,400. Howell Munitions & 1,600 Technology, a Lewiston firm which made bullet-making equipment, 1,400 started making ammunition in Lewiston in 2012, and its employment 1,200 reached 400 by 2016. After the 2016 presidential election made gun 1,000 owners less fearful about gun controls, they quit amassing ammunition 800 600 and Vista Outdoors and Howell Munitions lost more than 500 jobs 400 between November 2016 and October 2019. I’ll 200 j’iIIII’ll’ III[ 111111111 I mi In addition to the boat builders and the ammunition makers, there are 17 1998 2003 2008 2013 2018 other companies that make outdoor recreational equipment - including Table 16: Ammunition & Guns Manufacturing Jobs guns, riflescopes, kayaks, arrows and bows, bird and animals calls for hunting, and fishing gear. Together, they employ about 460 people. Nightforce Optics, a maker of riflescopes employing more than 100 people in Orofino; Northwest River Supplies, a Moscow wholesaler that also makes kayaks employs about 100 people; and Seekins Precision, a gun manufacturer in Lewiston employing more than 50 people, are the largest in this rec-tech group.
Today, rec-tech companies including ammunition makers and boat builders provide about 1,600 jobs, accounting for one in three of the District’s manufacturing jobs.
Metal fabrication supercluster: The jet boat builders, ammunition makers, and firearms manufacturers are part of a larger “supercluster” of firms that are primarily engaged in metal fabrication. The supercluster, which employs about 2,500 people, includes machine shops, makers of farm and mining equipment, and metal parts fabricators. The supercluster shares common workforce needs and have a lot of interaction between each other as buyers and sellers of intermediate products or services. They also work together on projects such as the American Manufacturing Network, developed by Clearwater Economic Development Association and Northwest Intermountain Manufacturing Association, to assist local manufacturers secure military contracts.
Higher education: Higher education is a major export industry in the District. (Export industries are industries that bring in dollars from outside the District and that drive the local economy.) The University of Idaho in Moscow offers a wide range of bachelor’s and postgraduate degrees, while Lewis-Clark State College in Lewiston offers bachelor’s programs and professional-technical training, including training customized to the
Chapter 2 Page 31 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
needs of regional employers. Together they provide about 5,500 jobs Higher Education Jobs including 1,500 work-study positions. The 12,500 students enrolled on the 7,000 Moscow and Lewiston campuses also spend discretionary funds, benefitting the communities in the region. The District also benefits from the growing enrollment at Washington State University in Pullman, eight miles from Moscow. Pullman residents often shop in Moscow, and many
Latah Moscow residents work in Pullman. New St. Andrews College, a four-year Christian school in Moscow, also draws about 200 students to the area. • Nez Perce
The technology transfer cluster: The University of Idaho is the source of
another cluster - professional service firms that spin off from university research. Their growth is fostered by the Palouse Knowledge Corridor, an organization formed by the university and Washington State University, just a few miles across the border, to promote businesses that develop Table 17: Higher Education Jobs in the Region from research at the universities. The university is strengthening its efforts to direct its research to the needs of Idaho businesses, generate patents and increase technology transfer programs that create businesses in the community based on those patents.
Management, scientific, and technology consulting and research companies in Moscow employed 30 people in 1995. By 2005, the technology transfer cluster employed 200. Today, it employs more than 480 people. In addition, there are two manufacturing operations that employ about 50 people that are technology transfer companies.
The largest technology transfer business in the region is EMSI Inc., which employs about 200 people to provide economic consulting services and develop Web-based tools for analyzing regional economic and labor market data. Other players include EcoAnalyst which provides biological assessment and consulting services all over the world; First Step Internet which designs distributed computing environments, groupware, graphical user interfaces, application level productivity tools, and multimedia tools; Anatech Labs, which does water testing, other environmental work, ad pharmaceutical testing; TerraGraphics, an environmental engineering firm; BioTracking LLC which can confirm pregnancy of cattle and wildlife through blood samples; IVUS Energy Innovations, designer of environmentally friendly, ultra-strong flashlights; Comtech AHA Corporation which designs computer hardware including chips and circuit boards; and Invertebrate Ecology which performs biodiversity studies and environmental site assessments.
Chapter 2 Page 32 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Vineyard and wine maker cluster: Designated as an American Viticultural Area (AVA) in 2016, the Lewis-Clark Valley AVA builds upon an industry that emerged in the late 1800’s but disappeared due to prohibition. Before Prohibition, the valley was well-known for its award- winning wines. When designated, the AVA was home to five commercial wineries and seven vineyards. The industry cluster has grown to include eight wineries, nine vineyards, three downtown tasting rooms, and a wine tour company. The Lewis-Clark Valley Wine Alliance, the industry’s regional trade association, works collectively to increase consumer awareness of the Lewis-Clark Valley AVA wines; promote/host education events relative to industry growth; and increase wine/culinary tourism.
Turning farm products into value-added products: Agriculture is a long-term mainstay of the District’s economy. On the agricultural lands throughout the District, farmers grow wheat, barley, lentils, peas, garbanzos, canola, hay, and other crops and ranchers raise cattle and horses. To support farmers and ranchers, there are grain elevators, barge and truck transportation, and wholesalers, retailers, and professional services serving farmers and ranchers.
Very few of the District’s agricultural products are processed here. Economic development organizations, university researchers, and agricultural producers are trying to develop food processing that uses local products and turns them into value-added products. Others are hoping to add another element that will bolster farm incomes and attract dollars from outside North Central Idaho by exploring the possibility Tourism Cluster Employment offered by agritourism. That would also bolster another emerging cluster— 6,000 the vineyard and wine-making cluster, since tourists could visit vineyards and vintners to sample wines. 5,000
Tourism: The tourism cluster is small compared to its enormous potential. The District offers wonderful scenery and an abundance of outdoor recreational opportunities in every season. Hunting, fishing, whitewater, and camping are the biggest draws. The Nez Perce Tribe’s casino hotel near Lewiston is the largest tourism employer. About 5,000 people work at inns, RV parks, restaurants, bars, ski areas, golf courses, outfitters and guides, museums, the tribe’s two casinos, and related operations, while a few hundred others have jobs hosting visitors at state parks, the Nez Perce 1993 1998 2003 2008 2013 2018
National Historic Park, and national forests. Jobs in the tourism cluster - including restaurants, bars, motels, inns, private campgrounds, casinos, uiiiiiIiHHHHTable 18: Tourism Cluster Employment
Chapter 2 Page 33 ______
North Central Idaho Comprehensive Economic Development Strategy j 2020 - 2025 outfitters and guides, ski areas, golf courses, tours, and Health Care Cluster Jobs marinas - lost a few jobs during the recession, mostly because of a decrease in business travelers and reduced 8,000 spending by leisure travelers
Health care: The growth and aging of the population have 4 pushed up health care employment in the last 25 years. Health care cluster jobs increased 72 percent from 3,766 in :EiHuIiEiEIEt1IIII1 1993 to 6,481 in 2018. St. Joseph Regional Medical Center 1993 1998 2003 2008 2013 2018 in Lewiston and the large community of medical practices around it attract patients from southeast Washington as well Table 19: Regional Health Care Clusteriobs as North Central Idaho.
A Traditional Mainstay: Wood Products
Central to understanding the economy of North Central Idaho is knowledge of the long-term changes in its mainstay sector - wood products and logging. To compare the present to the past requires reconciling two different ways of classifying industries that have been used in the last 40 years. In 2001, federal and state statistical agencies quit classifying industries based on the Standard Industrial Classification and began using the North American Industrial Classification System. Comparing data from the time before the classification change is difficult, since the systems are so different. To show the long-term trend in manufacturing, the old SIC coding, rather than the new NAICS coding, is used when looking at the wood products sector. Under the SIC, logging was part of “lumber and wood products manufacturing”. Under the NAICS, it is not part of manufacturing. Publishing also went from being part of manufacturing, to becoming part of a new sector - Information. Since this chapter uses the older classification, logging is part of lumber and wood products manufacturing and publishing is part of manufacturing as well.
Lumber and wood products, an industry that includes logging as well as lumber and wood products manufacturing, has always comprised a large part of the District’s manufacturing employment. Over time, the District has lost lumber and wood products jobs, while adding other manufacturing jobs. Yet, lumber and wood products jobs make up 26 percent of the District’s manufacturing jobs in 2018 compared to 3 percent of U.S. manufacturing jobs. The paper products industry is closely related to lumber and wood products but is treated as a separate industry. Clearwater Paper in Lewiston is the District’s only paper manufacturer. It employs more than 1,200 people.
Chapter 2 Page 34 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Clearwater, Idaho, and Lewis Counties have been especially dependent Manufacturing Jobs on the lumber and wood products jobs. Paper products rose from 24 • Paper Products • Lumber & Wood Products • Other Manufaturing percent of Nez Perce County’s manufacturing jobs in 1978 to 47 percent in 1998 and then fell to 32 percent in 2018. Fortunately, the counties 8,000 - 7,000 have diversified their manufacturing bases in recent years. 6,000 5,000 Lumber and wood products employment, which includes logging, tends 4,000 to follow U.S. housing starts. When many new houses are being built, 3,000 2,000 lumber, plywood, and other wood products tend to be in high demand. 1,000 When a recession or higher interest rates depress housing starts, then 0 lumber and wood products jobs fall. Over time, two other factors have 1978 1983 1988 1993 1998 2003 2008 2013 2018 reduced lumber and wood products employment. A change in U.S.
Table 20: Manufacturing Jobs in the Region Forest Service policy in the early 1990s greatly reduced timber-cutting on federal land, which led to fewer logging jobs and less raw products for mills. Technology has reduced the amount of labor required to produce the same number of board feet of lumber, veneer, or plywood and to harvest the same number of logs.
Lumber and wood products employment tends to be highly cyclical. District’s Lumber & Wood Product Jobs Relative to When the U.S. is in a recession, housing starts fall to low levels and U.S. Housing Starts In t wood products employment plunges. The recession that began in 4-, —L & WP Jobs —Housing Starts in late 2007 was exceptionally harsh, depressing housing starts and 6,000 2.5 C therefore wood products employment In to their lowest levels since 5,000 2.0 0 World War II. In April 2009, housing starts fell to their lowest level, 4,000 x 1.5 3,000 0 an annualized rate of 479,000. Their two previous low points In 1.0 C occurred during major recessions, when they fell to 798,000 in 2,000 0 January 1991 and 837,000 in November 1981. Those low points pale 1,000 ,1- 0.5 in comparison to 2009. U.S. housing starts have risen since the 0 I 0.0 1978 1983 1988 1993 1998 2003 2008 2013 2018 recession but remain below their historic norms. In 2018, they totaled 1.25 million. Table 21: Lumber & Wood Product Jobs Relative to U.S. Housing Starts
Chapter 2 Page 35 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Since the recession ended, lumber and wood products jobs have increased, with some notable exceptions. In 2016, Blue North Forest Products mill in Kamiah closed, putting its 66 employees out of work, and Tn Pro Cedar mill in Orofino closed a few months later, idling 55 people. A shortage of timber to cut, along with the impact of rising imports of Canadian lumber and declining exports to Asia and other regions, were cited as the reasons for the closures. The net result was that 2018’s employment averaged 1,458, about 330 jobs below its 2007 level.
Logging and wood and paper product manufacturing offer relatively high-paying jobs that can support families. The average worker in the Districts forest products cluster made $62,029 in 2018, while the average worker in all other sectors made $36,894. Losing those jobs are
especially hard on communities. Because of the sector’s high wages and its large number of related industries - including forest road construction, forestry, paper products, and transportation - the sector has an especially high impact on local economies. Its economic multiplier of 3.56 is more than double the economic multiplier for the average sector. This means that for every job created in the lumber and wood products sector, another 2.56 jobs are indirectly created in the District’s economy. Its high multiplier means that timber-dependent communities throughout the District suffer whenever the lumber market is depressed and thrive when it is strong.
Geography
Mountains, high prairies, and river valleys create the region’s unique landscape; the lowest point of the region lies at 700 feet above sea level — the highest point rises above 8,500 feet. The Bitterroot Mountains divide Idaho and Montana, creating the eastern border of the region. To the west, the border is defined by the Snake River separating the five North Central Idaho counties from Oregon and Washington. The District has four seasons with some areas of the region experiencing more severe temperatures and precipitation than others. Temperatures range from highs of 90°F to 105°F during the summer with lows between 0°F to 20°F in the winter.
North Central Idaho, like the rest of the state, is well known for scenic wonders and world-class outdoor adventures. The District is home to:
• North America’s two deepest river gorges - Hells Canyon and the Salmon River of No Return;
• The largest wilderness area in the lower 48 states - Selway-Bitterroot Wilderness, Frank Church-River of No Return Wilderness, Gospel Hump Wilderness and the Hells Canyon National Recreation Area;
• The Nez Perce-Clearwater National Forest encompassing 4.0 million acres; and,
• Scenic Byways — Northwest Passage Scenic Byway All American Road, Gold Rush Byway, Elk River Back Country Byway, and the White Pine Byway.
Chapter 2 Page 36 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
The forestlands of the District have been a major economic factor since people began settling in the area in the late 1800s. The Clearwater
Economic Development District land use is primarily forest (73.2 percent), the Nez Perce — Clearwater National Forest encompass 3.1 acres of forest land. These region’s forests are the source of the District’s largest industry and include sectors such as logging, processing logs into lumber and other wood products, processing wood into outputs such as paper or electricity, and timber management services.
Environment
With over 5.5 million acres managed by the Nez Perce - Clearwater National Forest, Land Ownership in Region 2 Bureau of Land Management, U.S. Army Corp of Engineers, National Park Services, and • Federal US Fish and Wildlife Service, 64.6 percent of District land is federally owned. An additional 29.6 percent is privately-owned with the remainder owned by the State of State Idaho, Nez Perce Tribe, and local government.
Land Use: The Clearwater Economic Development District land use is primarily forest County, (73.2%) followed by range land and agriculture (14.9 percent and 11.4 percent). Water Municipal & Tribal and urban areas comprise less than one percent.
Federal Lands Table 22: Land Ownership in Region 2
• Nez Perce — Clearwater National Forest - Nez Perce - Clearwater National Forests comprises 4.1 million acres; nearly half of which is designated as Wilderness.
o The Clearwater National Forest is divided into 17 management areas totaling 1.9 million acres, located within Clearwater and Latah Counties. Twenty-eight percent of the forest is managed for timber production; 47 percent is managed for recreation, big game habitat and high valued fishery habitat; the remaining 25 percent of the lands are part of the Selway-Bitterroot Wilderness complex. The Nez Perce Lob Trail motorway and the Lewis and Clark Trail cross Clearwater National Forest land north of U.S. Highway 12.
o The Nez Perce National Forest is located within Idaho County. The forest is divided into 26 management areas totaling 2.2 million acres. Thirty-three percent of the forest is managed for timber production; 25 percent is managed for recreation, big game and fisheries habitat; the remaining 42 percent of the lands are designated wilderness (Selway-Bitterroot, Frank Church River of No Return, Gospel Hump and portions of Hells Canyon). Chapter 2 Page 37 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
• The Clearwater Basin Stewardship Collaborative brings together representatives from all backgrounds to cooperatively provide a stewardship approach for improving conditions on federal lands. The Collaborative was established to provide direction for managing the ecological, social, and economic needs on portions of the Clearwater and Nez Perce National Forests. The Collaborative Group includes a wide range of commodity, environmental, recreational, fish and wildlife, Native American, and local government interests. www.idl.idaho.gov/LandBoard/flt/AppG CLEARWATER.pdf
• The Bureau of Land Management (BLM) manages 133,207 acres of land within the region. In Idaho and Lewis counties, BLM lands are comprised of several large blocks of land in timber and rangeland habitats. Throughout Clearwater, Latah and Nez Perce counties, BLM lands are primarily small blocks of riparian habitat (stream/river side properties). Management objectives for BLM lands within the region are focused on recreation, livestock and wildlife grazing areas, with small blocks utilized for timber production.
• The National Park Service (NPS) owns and manages 1,478 acres of land in the region. The primary objective for management of these lands is the interpretation of Nez Perce Tribal culture and history.
Tribal Lands
• The Nez Perce Tribe of Idaho’s reservation boundary encompasses 750,000 acres of which approximately 85,000 acres are owned by the Tribe and/or tribal families. The Nez Perce Tribe is federally recognized by virtue of the Treaties of 1855, 1863 and 1868 with the United States government. The remaining 665,000 acres were made available to non-Indian settlement and are currently owned by private individuals.
State Lands
• The Idaho Department of Lands manages 355,693 acres of State of Idaho Endowment Fund land within the North Central Idaho region. Lands are distributed throughout all counties with the most timber production lands in Clearwater County. These lands are managed for grazing and timber production. Proceeds from activities on these lands are utilized to support the State Endowment Fund that provides some public-school funding. www.idl.idaho.gov
• The Idaho Department of Fish and Game owns and manages Wildlife Management Areas (WMA’s) in the region. These lands were acquired as wildlife mitigation from the Bonneville Power Administration in compensation for losses of wildlife habitat in Clearwater County when the Dworshak Dam was built. In addition to these WMA’s, the Department manages several fishing reservoirs, conservation easements, and a wildlife preserve within the region. www.fishandgame.idaho.gov/ Chapter 2 Page 38 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
• The Idaho Department of Parks and Recreation manages three state parks located in Nez Perce, Lewis, and Clearwater Counties: Hells Gate State Park, Winchester Lake State Park and Dworshak Reservoir State Park. http://parksandrecreation.idaho.gov/
Transportation
The major transportation corridor north to south is U.S. Highway 95 and east to west is U.S. Highway 12. State Highways 3, 6, 8, 11, 13, and 14 connect to the major arterials.
Because of the diverse terrain, the region’s road system has a significant number of winding roads and steep grades. The closest interstate is 50 miles to the north of Latah County and 100 miles to the south of Idaho County. The Idaho Transportation Department Region II maintains the 4,163 miles of state highway; county road departments maintain several hundred miles of the road system, and local highway Districts maintain 695 miles of the road system.
The Idaho Transportation Department oversees the State Transportation Improvement Program (STIP). The purpose of the STIP is to provide for a one to five-year capital improvement plan for the state’s surface transportation program. The STIP is updated annually and follows this planning cycle closely to p ensure that projects are identified, selected, and prioritized. The STIP has been developed through a coordinated and cooperative process by the Idaho Transportation Department (ITD) involving citizens, elected officials, tribal Figure 2: North central Idaho Transportation Network governments, other state and federal agencies, each of Idaho’s six metropolitan planning organizations (MPO), the Local Highway Technical Assistance Council (LHTAC) and other interested organizations. The STIP establishes schedules for a variety of projects, including highways and bridges, bicycle and pedestrian facilities, highway safety, congestion mitigation, air quality, railroad crossing safety, airports, public transportation, and transportation planning. www.itd.idaho.gov/planning/stip/
Scenic Byways: The region hosts four Scenic Byways with America’s Scenic Byway or State Scenic Byway designation. Byways include:
Chapter2 Page 39 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
— • Northwest Passage Scenic Byway All American Road 202 miles, beginning in Lewiston and following U.S. 12 northeast to the Idaho - Montana border; also following Idaho 13 from Kooskia to Grangeville and the junction of U.S. 95.
• Gold Rush Byway —42.5 miles, beginning at the junction of U.S. 12 and Idaho 11 on the Clearwater River at Greer.
• Elk River Back Country Byway — 57 miles, beginning in Orofino, going north across the Dent Bridge following the route to Elk River and ending at Bovill on State Highway 8.
• White Pine Byway — 82.8 miles, beginning at Potlatch following the Palouse River through Princeton and Harvard, turning north, and ending in Cataldo outside the Clearwater Economic Development District. www.idahobyways.gov/byways; www.nwpassagescenicbyway.org
Airports: The Lewiston-Nez Perce County Airport and the Pullman-Moscow Regional Airport provide the primary air transportation services to the region. The region has four genera! aviation airports located in or near the cities of Orofino, Kamiah, Grangeville (Idaho County Airport), and Craigmont. There are three community airports to include Cottonwood, Nezperce, and Kooskia. There are also eight wilderness or backcountry airports.
• The Lewiston-Nez Perce County Airport: Since 1944, the Lewiston-Nez Perce County Regional Airport has provided passenger service to the region. With commercial service provided by Delta airlines, the airport provides direct service to Salt Lake City. Federal Express, the United Parcel Service, DHL and other air cargo services provide the whole region with freight transport.
The regional agriculture and forest industries rely on the airport for servicing aerial applicators that apply fertilizers and other chemicals to farmland and for providing airframe, applicator, and power plant maintenance to the aerial applicator planes. Federal agencies use the airport to address forest and wildland fires that occur on neighboring federal, state, and private lands. The United States military uses the airport for training and national security purposes.
The Lewiston-Nez Perce County Airport is owned and operated jointly by the City of Lewiston and Nez Perce County. The Airport Authority Board provides oversight. Currently, the Airport is developing the 80-acre Southside Airpark. www/golws.com
• The Pullman-Moscow Regional Airport: The Pullman-Moscow Regional Airport is in the State of Washington near the Idaho border. Alaska Airlines provides direct service to the Seattle-Tacoma International Airpor, providing connections to American, Delta, Northwest, and Continental. www.pullman-wa.gov/airport
Chapter 2 Page 40 ___I
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
The Port of Lewiston: The Port of Lewiston, located in Lewiston along the Clearwater river, is the furthest inland seaport on the west coast of the United States and is important to the agriculture and paper product industries of the region. The Port of Lewiston was established in 1958 as an Economic Development District (encompassing the boundaries of Nez Perce County, Idaho), intermodal transportation center, and facilitator of international trade. The mission of the Port I is to create and retain jobs that enhance the economic stability of Nez Perce County and the other counties of North Central Idaho. Located on the Lower Granite Dam Reservoir, the Port began shipping cargo in 1975 when the last of eight dams were constructed as part of the federal Columbia Snake River System.
The Port of Lewiston operates the 150,000 square foot Inland 465 Warehouse, a container yard, and a business incubator program in North Lewiston. In addition, the Port offers land for lease and purchase at the Harry Wall Industrial Park and the Business and Technology Park.
Because the Port of Lewiston is the end of the navigable Columbia Snake River System, the Port acts as a natural funnel for inbound and outbound products from
North Central Idaho, Canada, Montana, the Dakotas, and Wyoming. Agricultural and Figure 3: Port of Lewiston, Nez Perce county - photo provided by wood products have primarily benefited from the efficient transportation alternative Port of Lewiston as it allows these industries to compete in global markets.
In addition to port-owned facilities, the North Port property hosts privately-owned grain terminals and trucking companies. A feeder line of the Great Northwest Railroad with a direct link to the main lines of the Union Pacific and Burlington Northern Railroads serves the Port.
Nearly all the region’s soft white wheat, pea, and lentils are shipped through the Port of Lewiston. www.portoflewiston.com
Rail System: A feeder line of the Great Northwest Railroad (GRNW) with a direct link to the main lines of the Union Pacific (UP) and Burlington Northern Railroads (BNR) to the west of North Central Idaho serves the region. The Great Northwest Railroad (GRNW) is in the Idaho Panhandle with an office in Lewiston and consists of approximately 77 mainline miles. From Lewiston, Idaho, the railroad leads west to Riparia, Washington. www.watcocompanies.com/Railroads/gnr/grnw.htm
Chapter 2 Page 41 North Central Idaho Comprehensive Economic Development Strategy j 2020 - 2025
Mobility Systems: Public transportation services are available but limited in North Central Idaho. Primary public transit providers include SMART, providing fixed route and dial-a-ride services in Moscow, and the City of Lewiston providing similar service for the residents of Lewiston. Appaloosa Express Transit offers service to Lenore, Greer, Orofino, Kamiah, Kooskia, Peck, Culdesac, Lapwai, and Lewiston. Appaloosa Express Transit connects with Lewiston Transit and Asotin County Public Transportation Benefit Area at the Lewiston Community Center. Northwestern Trailways provides inter-city transportation, connecting the region south to Boise, and west to Spokane.
Lewis-Clark Valley Metropolitan Planning Organization (LCVMPO): The Lewiston, ldaho/Clarkston, Washington area is designated as a bi state, metropolitan planning area to consider the transportation needs of the Lewiston and Clarkston Valley area and to plan for the orderly improvement, development, and growth of the communities. www.lewisclarkmpo.org
Power
Hydroelectric Power Production: Dworshak Dam is a hydroelectric, concrete dam on the North Fork of the Clearwater River in Clearwater County. The Dam has a generating capacity of 400 megawatts with an overload capacity of 460 megawatts. It is the highest straight-axis concrete dam in the western hemisphere.
Power Utilities: Avista Corporation, an investor-owned utility, provides about 80% of the electricity and 100% of the natural gas to the region. Public cooperatives, including Clearwater Power Company, Idaho County Light and Power, and Idaho Power cover the rest of North Central Idaho needs. Natural gas is available for residential and small commercial business use in some areas of the region. Providing reliable basic service to remote communities like Elk City, White Bird and Riggins is a fundamental challenge in the District. Efforts to expand and implement the visibility of alternative sources, such as wind, hydro-electric, biofuels, and bio-mass sources are under way. Clearwater Paper Corporation of Lewiston owns and operates the only working co-generation plant within the region that sells electricity back to Avista Corporation.
• Avista Corporation: www.avistacorp.com
• Clearwater Power Company: www.clearwaterpower.com
• Idaho County Light and Power: www.iclp.coop
• Idaho Power: www.idahopower.com
Chapter 2 Page 42 _____
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Medical and Emergency Services
Health Care Systems: The Clearwater Economic Development District has one regional medical center and four (4) critical access hospitals. Numerous independent clinics and hospital-owned medical clinics are scattered throughout the region. In nearby Clarkston and Pullman, Washington, two additional hospitals serve the region.
• St. Joseph Regional Medical Center, Lewiston, ID, www.sjrmc.org
• Clearwater Valley Hospital, Orofino, ID, www.smh-cvhc.org
• Gritman Medical Center, Moscow, ID, www.gritman.org
• St. Mary’s Hospital, Cottonwood, ID, www.smh-cvhc.org
• Syringa General Hospital, Grangeville, ID, www.syringahospital.org
• Tn-State Memorial Hospital, Clarkston, WA, www.tristatehospital.org
• Pullman Region Hospital, Pullman, WA, www.pullmanhospital.org Figure 4: St. Mary’s Hospital, Cottonwood, ID - photo provided by St. Mary’s Hospital Primary challenges for hospitals include the shortage of medical personnel (doctors, nurses, and technicians), scarce financial resources, and the expense of providing services to the uninsured or under-insured. The hospitals are active and aggressive in establishing collaborative partners to share resources, seeking out grant funding, and using technology such as telehealth and telemedicine to provide service.
Emergency Medical Services: The Region operates with a web of regional, county, and city organizations that provide different levels of emergency medical services. For example, the City of Lewiston provides regional emergency response services with full-time professionals to the City and some of the communities and non-incorporated areas of Nez Perce County and Asotin County, Washington. Clearwater County Ambulance Service works with approximately 20 volunteer Emergency Medical Technicians (EMT5) trained in basic or “first response” that are located in Elk River, Orofino, Weippe, and Pierce. In rural areas, emergency services are provided by primarily trained, first response, or basic EMT volunteers. Most emergency medical service organizations are closely linked to the local fire department, often co-locating in the same facility and sharing personnel. Most EMS organizations have no tax revenue and are dependent on community contributions for operations.
Chapter 2 Page 43 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Major challenges facing EMS organizations include funding for needed equipment and facilities, communication equipment inoperability, and trained volunteers.
Law Enforcement: The Idaho State Police; the Idaho, Clearwater, Latah, Lewis, and Nez Perce County Sheriff’s Departments; the Nez Perce Tribe; and city police departments provide security within the District. Except for Lewiston, Moscow, Grangeville, and Orofino, all other North Central Idaho communities rely on the sheriff’s department for law enforcement services. Each county has an established, volunteer Search and Rescue and/or Sheriff’s Posse who work with the Sheriff’s Department on search and rescue efforts. Major issues facing law enforcement are radio inoperability and maintaining trained staff. Once trained, staff often seeks employment in larger communities or outside the region where pay is better.
Fire Suppression: North Central Idaho has approximately 40 city fire departments, fire Districts, and fire organizations that serve the wildland and structural fire suppression needs for the region. Very few of the organizations are staffed with paid, full-time or part-time employees. There continue to be pockets of the region that do not have structural fire protection. To increase capacity, every organization has Mutual Aid Agreements with other fire suppression organizations. Major issues facing the fire suppression services include limited capital for constructing or renovating fire stations and for equipment/vehicles, lack of trained volunteers, and radio inoperability.
Chapter 2 Page 44 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
ECONOMIC GROWTH & DEVELOPMENT: COMPARING THE DISTRICT TO THE NATION: The table below compares various measurement of economic well-being of the District to the U.S.
Economic Measurements & Percent Changes Over 15 Years All dollar figures are adjusted for inflation and expressed in the value of a dollar in 2015. ZI’I’ eI’). ‘H • I.iii I71rwi Z1’I’ ‘..I’l.- ‘H’ 1’)L jjjJ Total Nonfarm Total Nonfarm 44,918 45,681 44,315 45,333 0.9% 131,881,000 133,747,000 129,917,000 141,865,000 7.6% Payroll Jobs Payroll Jobs
Average Pay $33,338 $33,290 $35,208 $36,757 10.3% Average Pay $45,653 $48,061 $50,561 $52,942 16.0% Private-Sector Private-Sector 3,033 3,191 3,127 3,038 0.2% 7,622,274 8,294,662 8,695,598 9,224,336 21.0% Employers Employers
Private-Sector Private-Sector Nonfarm Payroll 31,476 31,796 30,078 31,557 0.3% Covered Payroll 111,091,000 110,611,016 106,201,232 118,307,717 6.5% Jobs Jobs Private-Sector Private-Sector $31,761 $31,439 $33,417 $34,963 10.1% $45,653 $47,858 $50,241 $52,876 15.8% Average Pay Average Pay Unemployment Unemployment 5.9% 4.4% 8.1% 4.2% 4.0% 5.1% 9.6% 5.3% Rate Rate
Population 100,416 101,875 105,362 107,383 6.9% Population 282,162,411 295,516,599 309,346,863 321,418,820 13.9% •• AIII KhJ{J Poverty Rate 13.3% 12.9% 16.7% 16.8% Poverty Rate 14.0% 12.7% 14.3% 15.5% Personal Personal Income (millions 2,960 3,268 3,522 3,793 28.2% Income (billions 10,506 12,128 13,232 14,886 41.7% of dollars) of dollars)
Per Capita Per Capita $29,392 $32,195 $33,636 $35,437 20.6% $37,649 $41,421 $43,132 $46,685 24.0% Income Income
Number of Number of nonfarm $11,494 $11,621 $12,734 $12,980 12.9% nonfarm 24,528,300 29,541,700 35,510,700 39,066,800 59.3% proprietors proprietors
Chapter 2 Page 45 ______
North Central Idaho Comprehensive Economic Development Strategy f 2020 - 2025
Chapter 3 - The Region’s Disaster Resiliency
Sustainability and resiliency in disaster recovery are a collaborative effort of interagency and intergovernmental coordination. Pre-disaster activities focus on integrating resiliency practices into day-to-day operations, while recovery begins at the beginning of a disaster, whether natural or man-made. Coordination is critical to recovery efforts from pre-disaster to full economic recovery. The County Offices of Emergency Management, with assistance from the Idaho Bureau of Homeland Security, focus on coordination of the immediate needs during and after a disaster.
Planning is always the first step in disaster resiliency. Each County Office of Emergency Management has a Local Emergency Planning Committee (LEPC) to foster public awareness of any hazard, and encourage public involvement in emergency planning, training, and exercise. The LEPC’s partner with local, state, and tribal governments, first responders, and business and industry for planning, prevention, preparedness, response, and recovery. In addition to the LEPC, each County Office of Emergency Management has an All-Hazard Mitigation Plan and Emergency Operations Plan (EOP). Plans can be accessed through the counties’ Emergency Management Coordinator or on the county’s website.
• Nez Perce County: www.co.nezperce.id.us/Departments/EmergencyManagement • Clearwater County: www.clearwatercounty.org/?EmergencyManagement • Lewis County: www.lewiscountyid.us/Emergency_Management
• Lata h County: www. lata h.id.us/disasterservices • Idaho County: www.idahocounty.org/disaster-mangement-menu
• Idaho Bureau of Homeland Security: www.bhs.idaho.gov
The Region’s Disasters
North Central Idaho experiences significant impacts from natural hazards including floods, storms, wildland fires, severe weather, and landslides/mudslides. Beyond natural hazards, there are technological hazards including dam failures, extended power outages, pandemic outbreaks, and hazardous materials spills.
Most disastrous incidents in North Central Idaho are flood or fire related. Floods damage roads, farmlands, and structures. Most flooding in the region is caused by spring melt or extreme rainfall associated with a warm regional frontal system. Weather, topography, and fuels (any material that can ignite and burn) contribute to wildland fires in the region. Chapter 3 Page 1 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Severe weather, including wind, hail, and drought also impacts the area. These storms can cause substantial damage to crops, recreation and tourism which can have a disastrous impact on the local economy. Environmental losses include damages to plant and animal species, wildlife habitat and air and water quality.
In March 2017 and again in April 2019, severe storms, flooding, landslides, and mudslides led to federal disaster declarations in the District. The storms of March 2017 (FEMA 4313) impacted Clearwater, Latah and Idaho Counties with a countywide per capita impact of $196.09, $11.87, and $128.97 respectively. The Nez Perce Tribe and Idaho, Latah, and Lewis counties bore the brunt of the April 2019 storms (FEMA 4493). Idaho County was impacted the most, the countywide impact per capita to Idaho
County was $146.86; Latah County - $7.38, Lewis County - $6.25 and $10.39 to the Nez Perce Tribe. Two large fires, both igniting in August 2015, rated fire management assistance declarations. The Clearwater-Municipal Complex Fire (FM-5099) consisted of a group of lighting sparked fires in Clearwater, Idaho and Lewis Counties in northern Idaho. In total, 82,243 acres burned with costs of approximately $41.5 million. The Tepee Springs Fire (FM-5110) began in Idaho County after a lightning struck. The fire Figure 4: Tepee Springs Fire - photo by USGA was fully contained by November 5th. In total, the Tepee Springs Fire burned 95,709 acres with costs of approximately $31.54 million.
Disaster Planning for Economic Recovery
Each of the five Office of Emergency Management in the region are well versed in planning for natural and man-made hazards, and each have a hazard mitigation plan. In addition, each office has an Emergency Operation Plan in the event of an emergency, and cross jurisdictional boundaries when the assistance is needed.
As the Region II Economic Development District of Idaho, CEDA can assist municipalities in both pre-disaster and post disaster roles. In disaster impacted communities, economic development organizations such as CEDA lead economic recovery efforts by helping local businesses respond to and recover from disaster. CEDA’s role as a conduit to resources for the region is to assist communities and businesses in seeking resources and implementing plans for recovery as well as navigating federal disaster assistance programs.
Chapter 3 Page 2 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Normal Economic Development Roles Roles in a Disaster, Above Normal Roles
Analyst/Educator Understand strengths, weaknesses, and comparative Pre-Disaster: Seek to understand vulnerabilities and risks advantage of the local economy and business to critical industries and businesses within the community environment; provide quantitative and qualitative information to decision-makers
Keep public officials and the general public informed of Post Disaster: Assist with the assessment of physical costs and benefits of economic development initiatives damage and business interruption impacts to industries and businesses; assist in the communication of recovery information between local businesses and local government
Visionary/Catalyst Develop partnerships, both public and private to Pre-Disaster: Establish an Economic Recovery Group to stimulate future working relationships identify immediate and long-term economic recovery strategies and resources
Engage key stakeholders in visioning to identify goals, Post Disaster: Envision how communities can rebuild and strategies and resources for economic development recovery to be stronger and more resilient
Leverage the investment/involvement of partners and Post Disaster: Create a strategic plan for economic stakeholders recovery in collaboration with stakeholders and communities
Invoke enthusiasm and excitement for catalyst projects Post Disaster: Connect public/private resources for that can change a community’s future recovery
Gap Filler Aid where the private sector cannot meet community or Post Disaster: Conduct concerted business retention business needs efforts outreach to reconnect business and at-risk companies
Chapter 3 Page 3 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Leverage financing to facilitate enterprise development Post Disaster: Assist with short and long-term financing and business counseling
Connector/Advocate Serve as a key liaison between public, private sectors Pre-Disaster: Seek input, support and funding and communities on economic development initiatives opportunities to support economic initiatives
Post Disaster: Address emergency management plans from a business perspective
Advocate for the well-being of the community and Pre-Disaster: Advocate for mitigation and preparedness business efforts
Coordinate activities, communication and resources Post Disaster: Communicate local economic priorities and between stakeholders to facilitate business partnerships any needed policy changes to local, state and federal govern ments
Chapter 3 Page 4 North Central Idaho Comprehensive Economic Development Strategy j 2020 - 2025
Chapter IV- The Strategies to Accelerate NC Idaho
Leading to the development of strategies, 109 regional stakeholders responded to surveys and joined in brainstorming sessions to identify the District’s strengths (assets), weaknesses, economic opportunities, and economic threats. The participants represented the region’s small businesses, municipalities, counties, education, nonprofit organizations, a tribe, and private citizens. The survey results and inputs from the brainstorming sessions were refined by the stakeholders and used as a foundation for the development of the strategies and action plan. Common themes were identified in each category, which aligned with the regional goals and objectives. See AppendixA for a complete list of CEDS Planning Team Members; and, Appendix B for surveys and survey results.
• Notable Strengths: natural resources, attractive and livable communities, tourism assets, and constructed infrastructure
• Prominent Weaknesses: housing availability, well-trained workforce, technology/communications, customized workforce training
• Economic Opportunities: quality of life, attractive communities, tourism attractions, proximity to higher education, skilled labor force
• Economic Threats: lack of affordable housing, aging population and workforce, low wages, exiting of youth/younger generations
Using the opportunities as a guide, critical success factors were considered in development of the comprehensive economic development strategies for the region.
CEDA Planning Stakeholders met four times at locations throughout the region to craft economic and community vitality.
Chapter 4 Page 1 Lt, 0C4 0 0c%,a (‘4
‘I-.
4-. Cl)
G) E Q. >1 C) 0 E 0 C 0 C.) w 0) > (0 C 0) .C 0)
E 0 C-) 0 -C
C 0) C-) -C z0 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
The Region’s Pathways to Economic Vitality
The vision of the regional and statewide economic goals is to “promote the prosperity, progress and productivity of Idaho by creating thriving, connected, sustaInable and evolving people, communities and industries.”
The Clearwater Economic Development District CEDS centers on regional priorities. The plan focuses on three broad goals — Elevating Industry, Advancing Individuals and Strengthening Communities. Each goal has four distinct objectives - Education and Workforce; Entrepreneurship, Business Development and Economic Empowerment; Infrastructure; and Healthy Communities. These goals and objectives will serve as a roadmap to coordinate regional resources to achieve the greatest impact.
I______Pathways Goals
Elevate Industry Advance Individuals Strengthen Communities
•Energize existing •Engineer talent pipelines, •lnspire community md ustries, em power cultivate K-through- vitality, develop business opportunities, career learning, and infrastructure solutions, and invigorate innovation expand high quality jobs and galvanize regional and research for thriving to allow individuals to collaboration thereby industries that are lead productive, enhancing our diverse, sustainable, prosperous and communities’ unique geographically dispersed meaningful lives, characteristics, strengths, and globally competitive, and assets to improve economic competitiveness.
The following pages identify the objectives and strategies developed by regional stakeholders for each of the three Pathway Goals.
Chapter 4 Page 3 North Central Idaho Comprehensive Economic Development Strategy j 2020 - 2025
Elevate Industry Goal: Energize existing industries, empower business opportunities, and invigorate innovation and resea thriving businesses that are diverse, sustainable, geographically dispersed and globally competitive
-. p
‘ Entrepreneurship, Business Development and Economic Empowerent Objective An ever-changing economic climate demands the discovery of new ways of combining resources Strategy Tasks and Partners Benchmarks
Ongoing - businesses, artisans, and small Tasks Reduction of regional business, artisan, and producers will be connected to Execute WealthWorks Value Chain mapping to small producer closures by 5 percent opportunities for expansion, marketing, identify and address supply chain gaps and and supply chain development, bottlenecks for regional businesses, artisans Increase or expansion of regional business, and small producers artisan, and small producers by 5 percent
Develop a guide for business-to-business services
Promote financing for start-up costs
Identify opportunities to share production costs while still retaining individual branding
Partners University of Idaho Nez Perce Tribe Rural Roots Palouse Food Coalition CEDA Rural ED Professionals By 2022, increase daycare and after- Tasks Regional daycare services increase by 25 school program availability through Identify level of need in both population percent additional services and/or start-ups to centers and rural communities meet workforce needs, especially shift Evening and weekend daycare services increase and weekend workers. Investigate best practices/case studies that by 5 percent have led to increased daycare availability Chapter 4 Page 4 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Develop partnerships with businesses for affordable daycare opportunities such as onsite dayca re
Educate potential daycare startups about start up financing
Partners Community Action Partnership Local ED Professionals CEDA Human Needs Agencies Resource Providers/Councils Municipalities (Business Licensing) By 2022, the region will convene a Tasks Regional industries, employers, municipalities, coalition of regional stakeholders to Convene regional stakeholders to include economic developers, realtors, and chambers develop and implement a regional economic developers, chambers, tourism understand the importance of regional workforce and business attraction entities, realtors, education, municipalities, branding strategy. counties, and health providers Development of a regional brand that identifies Identify target clusters of businesses that the region’s strengths would support existing regional industries Use of the regional brand by stakeholders for Identify target workforce demographics that website themes, social media campaigns, could support existing regional industries signage, relocation packets, promotional workforce needs videos, commercials, etc.
Partner/share to get message out to target markets
Partners CEDA Valley Vision Local ED Professionals
Chapter 4 Page 5 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Chambers Visit Lewis-Clark North Central Idaho Travel Association Lewis-Clark State College University of Idaho Realtors Regional Hospitals Municipalities Counties Infrastructure Objective The region’s infrastructure supports a diverse and growing economy Strategy Tasks and Partners Benchmarks
By 2022, local governments and Tasks A collective knowledge of funding and community leaders will understand Develop partnerships to identify true costs and workforce needed to operate and maintain private and public ownership/operation needed skillsets (education) to operate and public broadband infrastructure is options for broadband infrastructure to maintain public ownership and operation of demonstrated through comprehensive encourage public/private partnerships broadband infrastructure discussions and actions to address broadband leading to broadband infrastructure gaps in the region development and deployment. Meet with elected officials to educate and explore public ownership and operation of Increase in the number of publicly owned and broadband infrastructure operated broadband infrastructure
Use CEDA Rural Community Development Initiative as education tool for community leaders and city administrators
Partners CEDA Broadband Providers Elected Officials Counties Communities
Chapter 4 Page 6 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
By 2023, there will be increased Tasks Increased air service by the attraction of one coordination of regional air service Develop an ad hoc committee comprised of new carrier providers, destinations, andfreight board, staff, and community stakeholders from movement, the Lewiston-Nez Perce County Regional New destinations from regional airports due to Airport and the Pullman Regional Airport to an additional carrier develop a plan to coordinate services that Joint marketing campaigns will be executed would enhance air travel and freight movement with regional airports, tourism entities, and as well as create opportunities for cost-sharing private business
Partners Freight distribution will increase by 5 percent Lewiston-Nez Perce County Regional Airport through regional airports Pullman Regional Airport Airport providers/suppliers Reginal industry By 2023, versatile land, space, and Tasks New start-up and business expansions increase buildings suitable for new construction or Inventory by county available land, space, and in the region by 10 percent compared to 2019 renovation will be identified to meet the buildings data needs of new and established businesses in the region. Inventory by county the essential services connected to available land, space, and buildings by county
Provide inventory to financial lenders, realtors, and to new and established businesses
Partners Valley Vision CE DA Rural ED Professionals Realtors
Chapter 4 Page 7 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Healthy Communities Objective Investment in local products and resources strengthens the economic base of a community Strategy Tasks and Partners Benchmarks By 2025, ways for local agriculture and Tasks Increased availability and consumption of livestock commodities to be value-added Identify high potential value-added crops value-added foods made from regional and/or locally consumed will be identified commodities by local restaurants, hospitals, and developed. Identify meat alternative crops such as and schools currently serving regional value- soybeans/lentils added commodities
Identify number of local restaurants, hospitals, Increase in annual wine production 5 percent and schools currently serving regional value- over 2019 production added commodities Hemp research data influences the Connect producers to regional restaurant, diversification of the region’s agriculture hospitals, and schools to develop farm to table programs Construction of one USDA inspected slaughter facility in the region Promote wine and culinary tourism
Research potential of growing hops for emerging micro-brew industry
Research potential of growing/man ufactu ring hemp to diversify agriculture production in region
Continue work to develop a regional USDA inspected slaughter facility
Partners State Department of Agriculture CE DA Rural ED Professionals Communities
Chapter 4 Page 8 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
State Legislature Uofl USDA Trade Associations
Education and Workforce Development Objective Lifelong learning is recognized as critical to empowered people Strategy { Tasks and Partners Benchmarks By 2021, students in the region will Tasks Workplace learning opportunities such as have increased opportunities for Develop an employer pipeline for student student internship, apprenticeship, and student to participate in workplace internship, apprenticeship, and summer summer employment programs increase by 20 learning with a variety of industries. employment programs percent in the region
Increase high school students’ awareness of apprenticeship programs through connectivity with counselors, providing information/educational materials, social media
Partners ID Department of Labor School Districts Higher Education CEDA Dream It Do It Council Local ED Professionals
Chapter 4 Page 9 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
By 2022, the regional will have Tasks Decrease in open in-demand positions in the collaborative marketing strategies for Develop in-demand occupations map region by 10 percent training and education for the highest-in-demand occupations in the Hold four jobs fairs per year, two targeted at District, students, two targeted at adult workers
Develop professional development workshops to address immediate workforce/industry needs
Partners CEDA Dream it Do it Council ID Dept of Labor Higher Education High Schools Industry Partners By 2025, Career-Technical education Tasks Rural career-tech nical training opportunities opportunities increase in the region. Implement block schedules in rural schools to increase in the region by 20 percent enable rural student participation at Lewiston High School Career- technical training is delivered to 25 percent of the region’s students Acquire a CTED Education Mobile Unit for rural CTE education
Partner with the Idaho Workforce Development Council and the Idaho Department of Education to identify resources for career-technical education staffing, machinery, and materials
Partners Lewis-Clark State College Regional school districts Idaho Workforce Development Council Idaho Department of Education
Chapter 4 Page 10 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Entrepreneurship, Business Development and Economic Empowerment Objective A comprehensive entrepreneurial and business development environment must be established to create, develop, and implement ideas Strategy Tasks and Partners Benchmarks
By 2021, businesses in the region will Tasks Under-represented populations employment have knowledge and connection to Identity workforce programs relevant to specific increases by 20 percent in the region workforce programs to recruit under- under-represented populations such as veterans, represented populations for seniors, and those that have disabilities Decrease in unfilled regional jobs by 20 percent employment. Hold two job fairs per year to connect under- represented populations to businesses/industries seeking employees
Create an employer resource guide to define workforce programs specific to under-represented populations
Partners Idaho Department of Corrections Lewis-Clark State College School Districts CEDA Dream It Do It Council ID State Region 2 Workforce Development Council Healthy Communities Objective Access to quality amenities such as healthcare is integral to community vitality Strategy Tasks Benchmarks
By 2022, the region will develop a Tasks Increase in number of rural Fire/EMS campaign to fill critical paid and Identify best practices/case studies to rural volunteers over 2020 level volunteer Fire/EMS services in rural Fire/EMS volunteers areas of the five counties of the region. Implement best practices/case studies to rural Fire/EMS volunteers as applicable to the region
Chapter 4 Page 11 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Create rural Fire/EMS providers mentor programs and promote in local papers and social media
Partners Counties Cities Rural Fire/EMS Providers
Education and Workforce Development Objective Education is crucial in meeting the needs of residents, industries and governments
Strategy Tasks and Partners Benchmarks By 2023, elected and civic leaders will Tasks Increase in the number of people volunteering have access to professional Utilize the Rural Community Development and/or running for city councils and county development opportunities designed Initiative to increase awareness of public policy, commissions to build leadership pipelines, planning, and leadership Increase in the number of civic organization Assist regional Chambers develop and/or promote volunteers Chamber Leadership Programs
Assist young professional groups in developing programs that increase leadership understanding
Develop and execute regional leadership workshops and visioning exercises
Partners CE DA Chambers Community Development Initiative Chapter 4 Page 12 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Inland NW Partners Civic/Fraternal Organizations Municipalities Counties Infrastructure Objective Livable communities provide service options and support infrastructure to contribute to economic vitality
Strategy Tasks and Partners Benchmarks
By 2020, the region will have identified Tasks Incentive and zoning amendments lead to a 5 incentives and needed zoning Review local building zoning/codes percent increase of workforce housing units in adjustments at local, county, and state the region levels to encourage workforce housing Identify zoning/codes that are inhibiting housing development, development growth
Hold listening sessions with developers/builders to discuss zoning bottlenecks
Evaluate legislation for potential change implementation
Work with stakeholders to address zoning barriers
Partners Economic Developers Local ED Professionals Municipalities Land Developers Realtors/Realtor Associations Beginning in 2020, CEDA will host an Tasks Participation in annual Housing Summits annual housing summit to share Convene realtors, economic developers, increases by 5 percent annually information onfinancing,funding, community stakeholders, and elected offices to home ownership, and housing evaluate, identify, and aggregate information availability, regarding financing, funding, and home ownership
Chapter 4 Page 13 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Host annual Housing Summit with partners such as Idaho Housing, HUD and USDA
Partners Economic Developers Local ED Professionals Realtors Business/Land Developers Elected Officials By 2021, additional Park & Ride lots Tasks Regional Park & Ride options increase by 25 throughout the region increase shared Survey interest and identify locations percent commutes to andfrom employment. Survey employers for commuter partnerships Shared commutes increase by 10 percent Partner with Idaho Transportation Departments, municipalities, counties, and landowners to develop park and ride spaces to meet the need of workforce commuters
Partners Regional Public Transit Providers Major Employers Counties & Municipalities By 2022, regional housing advocacy Tasks Increased understanding of regional housing partners will educate the private Research housing development best practices to weaknesses and possible solutions sector, local governments, potential include rural housing developers, economic developers, Participation in regional Housing Roundtables financers and other stakeholders on Execute Housing Roundtables with local Identification of one community to complete a best practices to increase availability governments, developers, financers and workforce house project based upon best and diversity of available housing stakeholders to share and discuss identified best practices and regional needs stock. practices and ability to implement in the region
Chapter 4 Page 14 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Identify one community for consideration for execution of identified best practice(s) and next steps for implementation
Partners Economic Developers Local ED Professionals Municipalities Land Developers Realtors/Realtor Associations By 2023, there will be increased Tasks Increased air service by the attraction of one coordination of regional air service Develop an ad hoc committee comprised of board, new carrier providers, destinations, freight staff, and community stakeholders from the movement. Lewiston-Nez Perce County Regional Airport and New destinations from regional airports due to the Pullman Regional Airport to develop a plan to an additional carrier coordinate services that would enhance air travel Joint marketing campaigns will be executed and freight movement as well as create with regional airports, tourism entities, and opportunities for cost-sharing private business
Partners Freight distribution will increase by 5 percent Lewiston-Nez Perce County Regional Airport through regional airports Pullman Regional Airport Airport providers/suppliers Reginal industry By 2025, existing capacity will be Tasks Increase redundancy and/or bandwidth in one leveraged to develop a robust middle Local ED Professionals identify and convene or more North-Central Idaho communities mile and last mile system that provides stakeholder groups based upon evaluation of existing broadband sufficient redundancy and bandwidth systems to ensure critical communication Map and evaluate existing broadband systems services are maintained. . Increase use of existing or new Map lTD conduit/other publicly available conduit . financing/funding for development, operation, Identify E-Rate Network and maintenance of middle and last mile infrastructure
Chapter 4 Page 15 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Map IRON network
Identify and aggregate anchor institutions (industry, education, libraries, and healthcare) for collaborative opportunities
Identify existing and/or develop new financing and funding for development, operation, and maintenance of middle and last mile infrastructure
Recruit new service providers
Encourage joint-use agreements (such as utility pole sharing)
Facilitate agreements between providers to agree on methodology to demonstrate payback and timeframes of options
Facilitate partnerships with local, state, federal for providing service and infrastructure for redundancy
Partners Schools Nez Perce Tribe IRON Idaho Transportation Department Counties Municipalities Department of Commerce Ida ho State Broadband Taskforce State of Idaho Private industry CEDA
Chapter 4 Page 16 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Healthy Communities Objective A healthy community reflects a sense of mental and physical well-being which contributes to economic vitality Strategy Tasks and Partners Benchmarks
By 2023, the region will have an Tasks Referra Is for mental/behavioral health services expanded knowledge of Create strategic partnerships to address the needs for youth increase by 10 percent and adults by mental/behavioral health services for of those challenged behavioral/mental issues and 5 percent youth and adults. generational poverty
Conduct family engagement surveys at school to identify awareness of mental/behavioral health services for youth and adults
Regional focus group to identify potential resource conduits and increase awareness of those services
Create or provide education and information of existing mental/behavioral health services for youth and adults; disseminate information for youth through schools/counselors
Enhance access and utilization to behavioral/mental health telehealth care
Partners School districts Region II Health District Region II Behavioral Health Board Community Action Partnership Boys & Girls Club Counseling Clinics/Mental Health Providers Juvenile Centers Northwest Children’s Home
Chapter 4 Page 17 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
By 2024, the region will expand Tasks Two new clinics and/or pharmacies are medical clinics and/or pharmacies in Create task force of medical providers, economic constructed in the region rural communities, developers, community stakeholders and others to research best practices/case studies on rural health care clinics
Identify communities in most need of a clinic and/or pharmacies
Investigate the Bengal Pharmacy Kiosk in Kendrick, Idaho as a potential rural delivery system
Inventory infrastructure, buildings, and broadband in communities with the most need
Incorporate telehealth options in all newly constructed clinics
Partners Hospitals Clinics Municipalities Economic Developers Civic Organizations Community Stakeholders By 2024, access to medical and mental Tasks Increase in of availability of telehealth healthcare via broadband and Inform and educate users on how and what programs in North Central Idaho telehealth increases. telehealth is through workshops, presentations, printed materials Increase in number of telehealth program users in North Central Idaho Seek changes from insurance providers to recognize and reimburse telehealth, especially for Increased state funding for telehealth programs those living in rural communities in Idaho
Chapter 4 Page 18 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Advocate legislative change to expand funding for telehealth access
Partners Healthcare Providers Mental Healthcare Providers Clinics Region II Department of Health & Welfare Internet Providers Economic Developers By 2025, pedestrian and bike safety Tasks Bike and pedestrian trails increase in the region will increase throughout the region, Encourage transportation planning in all by 15 percent over current access encouraging healthy lifestyles for the communities region’s citizens. Utilize TAP to implement
Sponsor information and education workshops
Advocate for implement of rails-to-trails to get bikes off state highways for safety
Partners Local Highway Technical Assistance CouncU Idaho Transportation Department Bike/Ped Clubs Civic Organizations Municipalities Counties Landowners
Chapter 4 Page 19 ______
North Central Idaho Comprehensive Economic Development Strategy j 2020 - 2025
Chapter 5 - The Regional Action Plan
The regional action plan consists of the prioritization of the regional economic development strategies and an overview of statewide agency initiatives that support the economic development efforts of the District.
The task force reviewed and prioritized 15 strategies identified as being CEDA led based upon greatest economic impact for the region, available resources, partnerships and organizational capacity. Five strategies were identified as high priority and two more strategies were ranked as secondary. Work plans will be developed for implementation of each prioritized strategy; yearly updates to the Comprehensive Economic Development will contain progress reports for each strategy. CEDA’s Economic and Community Development Council will regularly review the plan and reprioritize strategies as initiatives and projects are implemented.
Strategies were prioritized as:
1. Strategy: Beginning in 2020, CEDA will host an annual housing summit to share information on financing, funding, home ownership, and housing availability. o Resources: CEDA, Economic Development Organizations, Realtors, Idaho Housing & Finance o Desired Outcome: Increased knowledge of regional housing issues, develop collaborative solutions leading to expands housing availability.
2. Strategy: By 2022, the Region will convene a coalition of regional stakeholders to develop and implement a regional workforce and business attraction strategy. o Resources: Private Industry, Higher Education, Economic Development Organizations, Chambers • Desired Outcome: A unified attraction strategy identifying the region’s assets, industry and business clusters, and quality of life will draw interest to the region.
3. Strategy: By 2022, local governments and community leaders will understand private and public ownership/operation options for broadband infrastructure to encourage public/private partnerships leading to broadband infrastructure development and deployment. o Resources: CEDA, Broadband Providers, Elected Officials, Counties, Municipalities • Desired Outcome: Broadband infrastructure ownership awareness leads to new broadband infrastructure development. Chapter 5 Page 1 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
4. Strategy: By 2022, the Region will have collaborative marketing strategies for training and education for the highest-in-demand occupations in the District. o Resources: CEDA Dream It Do It Council, ID Department of Labor, Higher Education, High Schools, Industry Partners • Desired Outcome: Industries will be able to fill the highest-in-demand positions as potential employees, students, parents, career guidance counselors, and educators will have knowledge of the potential careers, jobs, and training available in the area.
5. Strategy: By 2023, elected and civic leaders will have access to professional development opportunities designed to build leadership pipelines.
o Resources: CEDA, Chambers, Community Development Initiative, Northwest Community Development Institute • Desired Outcome: Leadership training leads to robust communities and civic organizations through a strong and ever- growing volunteer base.
State Agency Initiatives
Recognizing that regional economic development supports state economic development efforts, the six economic development districts of Idaho, the Idaho Department of Commerce and the University of Idaho have consolidated the various goals and objectives of major state agencies in efforts to align regional plans and support statewide initiatives and programs. The following are goals and/or objectives that support three broad goals adopted by the economic development districts and Idaho Department of Commerce — Elevating Industry, Advancing Individuals and Strengthening Communities. Elevate Industry Advance Individuals I Strengthen Communities
Idaho Department of Commerce Idaho companies and industries Creating talent pipelines — pools of Help communities leverage their are the drivers of the state’s highly qualified people able to step strengths to attract businesses and
economy. Idaho makes it a priority into Idaho’s key industries — is increase tourism while retaining to help them succeed by critical to accelerating the state’s their character.
supporting their growth, reducing economy. .. Infrastructure is critical to an expanding economy. Our roads,
Chapter 5 Page 2 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
their costs, and advancing their Education is a top priority for bridges, airports and our water, technological capabilities. Idaho, specifically supporting sewer, and power sources must education and training that span have the capacity to serve future To succeed, companies must be ‘K-through-Career.” growth. Idaho must accelerate our able to focus on their core
technical infrastructure — like business. Idaho offers a hassle- For Idaho to remain competitive, broadband and high-speed free business environment; we must increase the number of
wireless — to be competitive to streamlined and responsive high-paying jobs that provide a industry. government services, and fair and livable wage. consistent regulatory The spirit of collaboration can requirements. elevate communities, industries, and the entire state. Drawing Technology and innovation Idaho’s communities and advance existing industries and industries together with continually create new ones. competitive regional strategies Idaho is able to harness new momentum that will continue for technologies and embrace new generations. innovations.
Idaho Department of Labor Connect business, education and Connect business, education and workforce. workforce.
Implement a demand driven Implement a demand driven approach, which meets the needs approach, which meets the needs of business and invests dollars in of business and invests dollars in employer/industry focused employer/industry focused programs that train candidates for programs that train candidates for specific positions that employers specific positions that employers need today and in the future. need today and in the future.
Utilize Workforce Development Utilize Workforce Development Training Fund to provide training Training Fund to provide training resources to employers for new resources to employers for new
Chapter 5 Page 3 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
full-time employees with needed full-time employees with needed skills or to upgrade the skills of skills or to upgrade the skills of current employees at risk of current employees at risk of permanent layoff. permanent layoff.
Provide a mobility focused Link job seekers with employers transportation system that drives through the federal Wagner-Peyser economic opportunity. Act funds, Workforce Investment Act funds, and labor market and career information.
Idaho Transportation Department Provide a mobility focused Become the best organization by Commit to having the safest transportation system that drives continually developing employees transportation system possible. economic opportunity. and implementing innovative business practices.
Idaho Department of Maintain efficient and protective Environmental Quality environmental permitting programs.
Idaho Parks and Recreation Expand revenue generating Expand educational offerings opportunities within Idaho State within state parks and Idaho Parks in the form of new retail classrooms. items like firewood, ice cream and Protect and expand access to the rental of equipment. Idaho’s motorized and non- motorized recreation trails.
Idaho State Board of Education Improve the ability of the Set policy and advocate for Increase research and educational system to meet the increasing access for individuals of development of new ideas into educational needs and allow all ages, abilities, and economic solutions that benefit society. students to efficiently and
Chapter 5 Page 4 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
effectively transition into the means to Idaho’s P-20 educational Ensure educational resources are workforce. system. used efficiently.
Increase the educational attainment of all Idahoans through participation and retention in Idaho’s educational system.
Improve the processes and increase the options for re integration of adult learners into the education system.
Idaho Department of Agriculture Continue to support the growth Protect the public, plants, animals, and sustainability of Idaho’s and environment using regulation agriculture industry. and education.
Foster confidence in Idaho’s Be a pro-active resource to quickly
• p. agriculture industry and market adapt to new challenges and • ,.. transactions. opportunities facing Idaho. tIf
Economic Development Planning Resources
North Central Idaho has access to a wide array of resources to address economic development opportunities and challenges. FEDERAL PARTNERS
• US Department of Commerce leads the federal economic development agenda by promoting innovation and competitiveness and preparing American regions for growth and success in the worldwide economy. Region X, Seattle Regional Office, serves the Clearwater Economic Development District. The Economic Development Administration (EDA) provides important grant funding resources for economic development. Clearwater Economic Development Association is the conduit to this funding source.
o www.eda.gov
o www.eda.gov/PDF/2009%205R0%2OContacts.pdf
Chapter 5 Page 5 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
o www.clearwater-eda.org
• USDA Rural Development provides funding sources for businesses and cooperatives, housing and community facilities, and utilities. The Clearwater Economic District is served by the State of Idaho and Coeur d’Alene Office.
o www.rurdev.usda.gov
o www.rurdev.usda.gov/id
o www.rurdev.usda.gov/id/area.htm
• U.S. Department of Housing and Urban Development (HUD)
o www.hud.gov
• U.S. Department of Transportation:
o Federal Aviation Administration (FAA): www.faa.gov
o Federal Transit Administration (ETA): www.fta.dot.gov
o Federal Highway Administration (EHWA): www.fhwa.dot.gov
STATE PARTNERS
• The Economic Development Districts of Idaho (EDDI) link the planning organizations for the six, Idaho-based US Department of
Commerce Economic Development Districts and include Region I - Panhandle Area Council; Region II - Clearwater Economic Development
Association; Region IV - Region IV Development Association; Region V - Southeast Idaho Council of Governments; and Region VI - East Central Planning and Development Company.
• Idaho Department of Commerce provides connection to resources for business, innovation, communities, travel, media, and career opportunities. IDC administers three major funding programs: the Idaho Community Development Block Grant, the Rural Community Block Grant, and the GEM Grant. The Idaho Business Network provides services to assist businesses in government contracting. www.commerce.idaho.gov
Chapter 5 Page 6 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
• Idaho Department of Labor is an integral partner in linking workers and businesses to each other. IDL provides workforce training programs, job seeker information, labor market information and analysis, as well as access to grant resources. www.Iabor.idaho.gov
• Association of Idaho Cities aids in governance and management to Idaho cities. www.idahocities.org
• Idaho Association of Counties provides assistance in governance and management to the counties of Idaho. www.idcounties.org
• Idaho Nonprofit Center assists non-profit organizations in development, governance, and management. www.idahononprofits.org
• Boise State University Environmental Finance Center (EEC) is a site for US EPA Region 10. EEC’s mission is to provide help to those facing the “how to pay” challenges of environmental protection. www.efc.boisestate.edu/efc
• Idaho Economic Development Association links local economic development associations to address common interests. www.ieda.biz
• Idaho Rural Partnership links public and private resources for collaboration to address rural community and business challenges. www.irp.idaho.gov
• Idaho Rural Water Association provides technical assistance and training to the water and wastewater systems in Idaho. www.idahoruralwater.com
REGIONAL PARTNERS
• Clearwater Economic Development Association (CEDA) assists businesses and communities by acting as a conduit to needed resources for economic and community development. CEDA’s small business financing program provides funding for start-up and emerging businesses unable to secure conventional financing. CEDA assists communities in developing, financing, and managing development projects and programs. The CEDA office is located in Lewiston, Idaho. www.clearwater-eda.org
• Clearwater Resource Conservation & Development (Clearwater RC&D) provides leadership in building local collaborations for sustainable community and resource development to improve the quality of life for residents of North Central Idaho. The Clearwater RC&D is a non-profit organization established and run by volunteer elected and civic leaders who plan and carry out projects for resource conservation and community development in Clearwater, Idaho, Latah, Lewis, and Nez Perce counties. The RC&D office is located in Moscow, Idaho. www.clearwaterrcd.org
Chapter 5 Page 7 ______
North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
• North Central Idaho Travel Association (NCITA) promotes travel opportunities and develops and implements programs related to tourism in the five counties of North Central Idaho. www.northcentralidaho.info
• Northwest Intermountain Manufacturers Association (NIMA) serves the manufacturers in Clearwater, Idaho, Latah, Lewis, and Nez Perce counties of Idaho and Asotin, Garfield, Whitman, and Columbia counties of Washington. NIMA provides technical assistance and links manufacturers to existing resources. www.northima.org
• Nez Perce Tribe Economic Development assists the Nez Perce Tribe in economic, community, and transportation planning. www.nezperce.org/Official/economiccommunitytransportationplanning.htm
• Washington State University and the University of Idaho, in partnership with the Latah and Palouse Economic Development Councils, make up the Palouse Knowledge Corridor (PKC). The PKC combines the resources of the two research land-grant institutions located eight miles apart to offer courses and conduct research. The vision of the PKC is to create a diverse, vibrant, and sustainable economy that respects the social fabric of our communities and our natural environment. www.palouseknowledgecorridor.com
• The University of Idaho has established the University of Idaho Economic Development Council that is responsible for overseeing how the University of Idaho promotes and provides support to economic development opportunities. One of the programs providing North Central Idaho resources for economic development is the Office of Technology Transfer (OTT). The mission of the OTT is to promote the transfer of commercially valuable knowledge and information developed at the University to the businesses most capable of reducing them to practice. www.uro.uidaho.edu/ott
• The Two Degrees Northwest Where Art Meets the Land Initiative is being guided by the University of Idaho Department of Agricultural Economics and Rural Sociology. The strategy is to help communities identify, enhance, and market their unique sites, heritage, culture, and products by developing trails, guides, and services for very rural communities. www.2dnw.org
• Lewis-Clark State College Programs that assist the region in development include:
• The Idaho Small Business Development Center at Lewis Clark State College helps small businesses determine direction, find solutions, and make an impact. The Idaho SBDC is committed to providing quality business and technical consulting, as well as research and training services to small businesses and manufacturers throughout North Central Idaho. Idaho SBDC assistance is available to anyone interested in starting or expanding a for-profit small business in Idaho. This includes: small business owners and
Chapter 5 Page 8 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
managers, home-based businesses, inventors with a product to develop and market, manufacturers, retailers, wholesalers, service companies, and agriculture or natural resource ventures. www.lcsc.edu/ISBDC
• Lewis-Clark State College Workforce Training provides for the educational needs of individuals in the workforce. Classes offer information and knowledge employees need to remain current in their fields or to move up the career ladder. Teachers are industry subject matter experts who are eligible for occupational specialist teaching certificates in the state of Idaho. They provide training at times and locations to meet the needs of students and employers and have online offerings. www.lcsc.edu/wft
COUNTY PARTNERS
• Partners for Economic Prosperity (PEP) is a private, nonprofit 501(c)(6) corporation located in Moscow. PEP’s goal is to bring business, government, education, and community leadership together for the purpose of strengthening the Latah County economy through the retention, and recruitment of new business activity. www.pepedo.org
• Clearwater County Economic Development Council’s (CCEDC) mission is to foster a thriving business climate by facilitating proactive partnerships and leveraging available resources for the benefit of existing, start-ups, and new businesses countywide. www.clearwatercounty.org/?EconomicDevelopment
• Ida-Lew Economic Development Council (Ida-Lew) works to retain and expand existing businesses, recruit new businesses that can benefit from Idahos favorable business climate, and aids entrepreneurs that are establishing new businesses. www.ida-lew.org
COMMUNITY PARTNERS
• Valley Vision serves the border communities of Lewiston, Idaho, and Clarkston, Washington. Its focus includes business recruitment, retention, and expansion. www.lewis-clarkvalley.com
• Framing Our Community (FOC), a 501(c)(3) nonprofit organization, was founded in 1999 by community members in the non incorporated community of Elk City to develop economic opportunities. www.framingourcommunity.org
• City of Moscow — Community Development’s mission is to be responsive and sensitive to the needs of the public and to preserve and promote Moscow’s distinctive character and foster a well-balanced, high-quality living and working environment through long-range planning and code administration. www.moscow.id.us
Chapter 5 Page 9 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
• The Moscow Urban Renewal Agency promotes and supports projects that achieve sustainable economic growth, vitality, and which enhance the community. The URA oversees two Districts, Legacy Crossing, and the Alturas Technology Park. www.moscowura.com
• City of Lewiston — Community Development: provides services in planning and zoning, building inspections and plan review, permits, business licensing, code enforcement, and economic development. www.cityoflewiston.org
• The City of Lewiston Urban Renewal Agency administers the Tax Increment Financing revenues to stimulate economic development and eliminate blight. www.cityoflewiston.org
Chapter 5 Page 10 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
Chapter 6 - Performance Measures
Performance measures are an important tool that allows the region to measure the progress in implementing the CEDS and its impact on the regional economy over time. Clearwater Economic Development Association’s Economic and Community Development Council and staff will be responsible for periodically evaluating the CEDS to ensure that regional economic development goals and strategies are being accomplished. The CEDS Annual Review will be completed on an annual basis and provides an opportunity to determine the efficacy of the plan, identify mid course adjustments, and otherwise refine and focus on ongoing implementation efforts.
What are we Measuring and Why?
The performance measures selected for this CEDS are based on what is important to the District; what conditions in the region need to be reversed or created, and what regional assets can be leveraged. The performance measures mirror the Economic Development Administration’s preferred core performance measurements.
The development and analysis of the core metrics provides two benefits to regional economies; an informed leadership with an understanding about our regional economy and what drives income and prosperity; and, a basis to understand what drives specific goals for the region.
Traditional metrics will be used to evaluate the CEDS process; these include:
• Number of jobs created after implementation of the CEDS • Number of jobs retained in the region • Increases in average wage and per capita income • Changes in the economic environment in the region
The region will also employ nontraditional measurements such as:
• Changes in housing insecurities in the region • Increases in GDP with attention to value-added agricultural products • Broadband implementation and adoption in the region
Chapter 6 Page 1 North Central Idaho Comprehensive Economic Development Strategy 2020 - 2025
CEDA will work with regional stakeholders to monitor and evaluate the progress of the CEDS. The primary goal of the performance measures is to oversee the goals, objectives, strategies and associated actions. CEDA will:
1. Monitor all action strategies on a quarterly basis: a. Identify status of each initiative b. Report findings to CEDA board and stakeholders
2. CEDA Economic & Community Development Committee will meet quarterly: a. Identify which initiatives have been successfully implemented b. Review status of long-term initiatives c. Identify and seek resolution of obstacles d. Recommend changes to enable continued progress
At the end of each year, CEDA staff will prepare an assessment of the goals and strategies contained in the CEDS. Evaluations will include the status of projects and initiatives during this planning period, trends in economic indicators, and any significant changes in the economy.
Chapter 6 Page 2 0 C4
C) G)
U) 4-. a) E 0 . > a)
E 0
0C.) w a) >
a) -C Ia) E 0 U) C.) a) o C) C Cci) C C
C-) -C z0
LI)
U) a) cx > ci) — >
cTz Li,
Dii >(‘z C ) C > 19 Ci, (1) c1) U) w a) L) U o 0 0(N 0(N C (N (N a) 0. C., 0
>, a) 4-. I- U) ‘4- a) E 0 a) a)
C) 2 0 C 0 C) w a) > Cl) C a) Ia) 0. 2 0 C.) 0 0
0 >. 4-., •1-. C-) a) C 0 C C D C 0C/) 0 0 0 0 I— 4-, 0 Ca Ca 4-, Ca C.) E C-i C.) C C-) a) 0 0 0 Cd, ‘C, Cd, Cd, E w CC, ‘C, >. 2 Cd, Ca 0 I— C 4-, I a) a) C 4-, C 0 4-, 0 2 a) ‘C, C.) C C 4-, C U-I a) a) a) C.) > a) 0 a) I- 2 E Ca 4-,I 2 0 a) C Cd, 0 >- C 4- 0 0 a) Ca C.) 0 a) 0 Cd, I 4-., C- a) a) L) 2 a) Ca Cd, C) > > Ca > C 0 >- ‘C, 4-, 0 > a) a) >. a) C- 4-., Ca L) C- C a) I- V., C/) 0 a) ‘C, a) Ca C- 0 4-., -J C.) C-) a) z a) I.) C.) 1 0 0 0 UJ Ca C C 4-, eo 4-, C 4-,0 Cd, I 2 a) 2 2 -J Ca a) 4-, Ca biD >- 2 I- 0 Ca c-) 0 0 Ca 4-, :5 -c Cd, Ca ‘C, C 0 Ca 0 C C C ‘C, 2 U.) •1 C C 4-, a) Ca LA C a) •OJD :5 a) C ‘C, b.O 0 0 U-i 4- 0 0 -D 4-., r.J 0 C.) I-) 2 a) 0 a) 0 C.) :5 a) 0 4-., I. 0 -J >- 4-, z 0 >- U Cd, Cd, U-I U-i C.) U, -J 2 U-i 4- -J 0 C C Ca C.) ‘C, 4-, 0 0 C Cd, a) o?j 0 -c I- 1 U a) C a) C I- C- a) Ca a) a) 0 4-, D 4-., 0 a) a) ‘C, CD >- 4-, I- C 0 Ca 0 Ca C :5 Cd, Ca a) 4-, 4-, a) :5 4-, 4-, 4-., I— a) a) -J cv Ca ‘C, 4-, 0 -J 4-, 0 0 Ca Ca :5 0 4-., C-PC a) Cd, ‘C, I— C-f) 0 0. U U 4- C- C,, 4- 4-,0 4- 4- 4-, Ca I 0 C,, Ca 4-, 0 a) 0 0 1 C 0 0 0 0 0 >. C- :5 Ca 0 r..J Ca Ca -C 4-, Ca Ca > -C >. >. >.- Cd) Ca 4-., a) a) C.) 4-., Ca .4-, Ca Ca 2 4-C a) a) C Ca 0 a) a) C I Ca a) 0 0 0 U -J U 0 0 I- -J L) C-f) D C?,
a) LJ >‘ 2 in Ca 0 a) a) I 0. C I- I a) a) I C C -C CD C 4-. a) ‘C, a) - a) ‘C, E C 4-. 0 CD C E 0 a) a) E I- .C ‘C, I -D I- a) Cd, CD 4-, C C ‘Ci 0. 0.0 Cd, a) C I C CD CD -C .0 0 I >. -C CD a) 0 C I-. CD 0 C U- -c 4-. CD CD a) C . ‘Cl Ca 4-, C 4- a) 0 C - I- 1 0.0 ill z C ci, 0 a) CD 0) > CD C >. . a) a) 4- 4 C a) -C 0 UI C I U ‘I, C LI) a) z a) a) a) 0 >. 4- 4- 4- CD UI 0 a) -I a) L.. Li, ‘C, ci, 4- C 0 0 I vi E, ai 0.0 .D CD CD C C C LU CD 4- I- 1 3 >, Ca E C I. 0 CD CD CD -C -c -C -C -c 0 0 I. CD CD CD U U U U U U U cJ U () U U Lf) Cr-.J C Cc—i c—i C UU.) x -D C C)0 0 ‘C -J I 4-, 4-, Ca I- C) C) a) VI 0 C I C) I-. Ca VI U 4-, 4-, 0 >- Ca I 0 C 0 Ca U -c z -J 4-, 4-, 4-, Ca (0 0 w 0 C a) a) V.) Ca 0 I— Ca .C I’-) LU 4-, a) Ca L. WI EC) E a) C V.) V.) 0 U Ca 0 C a) I- I-) 0 C 0 E U a) > a) 0 > > LU C) C) Ca a) >- Ca I- a) > a) 0 E a) VI 0 C I-) 0 C 0 E L) .C 0 U 4-, 4- a) C C C in I E Ca C C) N 0 0 D -J 4- 4-, 4-, Ca Ca 0 a) C a) Ca I- in 0 C 0. Ca I- 2 a) C 0 Ca 0 1 U LI, uJ 4-, 4-, Ca 0 I Ca in in a) Ca VI VI 0 0 C 0 0 U a) a) 0 0. C I a) I- U 0 > a) C U 0 4-, 0 C Ca C > 0 I- C) I- 0 C 0 I z U 4-, C C) I- 0) 1 C 0 CC in C) 0) N U C 0) 0 D > L) 4-, Ca C Ca Ca >- 0 CC C a) I (0 C 00 a) > c) U -J w U 4-, 4- 4-, 4-, a) VI C Ca in in C) 0 I I- (0 a) 0 a) Ca 00 a) -I -J LU 4-, 4-, Ca Ca a) C C C) in a) > a) 0 0 2 a) V.) V.) 0 U Ca 0 U 0 C 0 2 U U -J 4-, 4-, C Ca 0 C) Ca C > a) V.) 0 I- LU 4-, 4-, (0 C a) VI C Ca Ca z in 0 I— 0 0 a) I. 0 U 0 C 0 2 U I— V.) >. .C -J U - 4-, C a) VI 0 C) 0 C in 0 C >
I U I (I) 4-, 4-, Ca >- C) C Ca Ca 00 0) C a) 0 a) a) C •0 -o I U I U 4-, 4-, 4-, Ca Ca >. VI a) Ca I- C a) U CC a) C a) ‘4- I U -J 4-, a) C C) C C) 0 C) z C) N .0 -J c-) I 4- 4-, 4-, C) C Ca C C C) C) in C) I. 0 Ca CC C >- — I I -o U -J 4-, 4-. 4-, 0 Ca C. C) I- a) V.) 0 C U) -i I o C Ca C Ca in a) U CC C) V.) — I
I _, 4- 4-, (C >. C 0 C -c -c -, •1 (N 00 Lf 4-, 4-, 4-, 4-, U Ca 0 Ca C) I V.) U U 0 0 .0 -J U -, 0 U 4-, 4-, 0) VI C) I- C) 1. (0 0) 0 0) 00 0) (C U (N C (N C (N C r—J U LU I1) LU I— 0 0 0) C x a) Ca 2 Ca C C C 00 Joel Plaskon City of Lewiston John Cardwell ID Department of Environmental Quality John Lane Clearwater Economic Development Association John Mangiantini University of Idaho John Smith City of Lewiston Joyce Dearstyne Framing Our Community Judi Davis City of Potlach Karen Braun City of Stites Karl Dye Valley Vision Economic Development Kathie LaFortune Latah County Kathryn Tacke Idaho Department of Labor Kay Seven Nez Perce Tribe Kimberly Eimers Lewiston School District Kimberly Johnson St. Mary’s & Clearwater Valley Hospitals Laura VonTersch City of Lewiston Linda Strickland Lewis-Clark State College Liz Weldy Lewis-Clark State College Marge Kuchynka Weippe Discovery Center Melinda Davis University of Idaho Michelle Bly TD&H Engineering Michelle Fuson Latah County Michlle Stamper Tristate Memorial Hospital Mike Ryan Clearwater County Paul Pence Dworshak State Park Philip Liggins Lewis-Clark State College
Appendix A CEDA 2020 - 2025 CEDS Planning Team C 0 4-, CD (-C 4- 4-, C a)
4-., C CD
L)
C-. CD
Ca)
a) C.) Cci) a) 4-, C 2 0 C 2 C 0 -o >- U 0 CD 4- a) 0 E a) C a) I— CD 4-, a) 0 0 a) CD CD a) CD a) 4-., > 0 2 C •1_ U CD C- a) a) C.. a) a) L) a) 0) 4-., 4- C.-) 4-, CD ci) C- CD a) C CM C 4-., C-) 0 a) LU CM C.,) C C 0 0 C- (-C C-) D 0 CD 4- CD ci) () F..) C.. a) C 0 a) E a) 0 a) C 0 C.. CD a) 4-., a) 2 z CD > 0 0 9- L) U a) C 4- 4- U 0 0 0 0 CD C C-)a) >. CD >- >- C-) N 4-, CD a) a) a) C— U L) -J (9 z U U
4-., C I ci) 2 aJ 0 CD C . C a) 4- w 0 H C Dci C (1) C E 0 a, Ca) C I -C C a) E 0 I-) a.) a) >- C V) C .1 Cl) E I- a) CD > CD CD CD > CD CD . C CD E I. •0 > C V) D (J >. C C -J (1 a) 9- U.) 0 a) C -o 0 0 .C CD CD a) 0 U 0 I- I- I— I I- a) LI) U > r-..J v, C
(-C C C 4-,0 C Cr’.J V) 4-., U) ‘I, U (I)
-c >< I— 0 C LU H a) 0z ci 0
4-a)
U) ‘4-4- a) E a. 0 a) > a)
C.) E 0 C 0 C.) Ui w > U) C a) .C a) a. E 0 C.) Il) cr 0
U) a) w ______
Clearwater Economic Development Association Comprehensive Economic Development Strategy (CEDS) Region II Survey Government & Economic Development
Name of City, County, Tribal Nation or ED Organization:
Are you: Elected Official Appointed Official Manager Employee Other:
Age Range: 18-29 30-39 40-49 50-59 60+
Asset Mapping
Assets can provide information about the resources of a community or region that can help uncover solutions to fostering community and economic development. Of the items listed below, please select only those that you think are the top assets in your jurisdiction.
Area aquifers (e.g., Palouse Basin, Grande Ronde, Wanapum)
Natural environment (lakes, rivers, mountains, land, animals, plants)
Social networks (e.g., churches, elder care, non-profits, etc.)
Transportation infrastructure (e.g., highways, airports, rail)
Historical buildings
Citizen advocacy on political issues
1 Individual/group creativity to overcome challenges
Higher education (UI, LCSC, WSU, WWCC)
Rural communities
Utilities (e.g., electric, gas, solar)
Population Centers
Climate
Opportunity/Hub Zones
Agriculture-based economy
Support for education
Technical skills of individuals
Service clubs (e.g., Rotary, Lions, Elks, Kiwanis)
Accessibility to politicians
Citizen involvement/engagement
Access to funding agencies/foundations
Economic Development organizations
Entrepreneurship
Charity of people
Constructed infrastructure (water, sewer, roads, broadband)
Health care
Public safety services
Business & industry clusters
Other (please specify)
2 The purpose of questions 3-6 will be to analyze the strengths, weaknesses, opportunities and threats (SWOT) of the Region as a whole.
Please select up to five (5) from the following that you think best characterize the greatest assets or strengths in your jurisdiction.
Well-trained workforce
Customized workforce training
Constructed infrastructure (roads, water/sewer, rail, port, broadband)
Transportation network
Technology/communications
Quality of school system/higher education
Natural resources/raw materials
Renewable energy
Strong existing businesses
Strong community leadership
Tourism assets
Natural Resource Management
Local resources for capital business loan funds
Housing availability
Attractive, livable communities
Health care facilities
Place-based economic incentives
Regional political influence at State and Federal levels Other (please specific
3 Please select up to five (5) from the following that you think are the most significant weaknesses or constraints hindering economic development in your jurisdiction.
Well-trained workforce
Customized workforce training
Constructed infrastructure (roads, water/sewer, rail, port, broadband)
Transportation network
Technology/communications
Quality of school system/higher education
Natural resources/raw materials
Renewable energy
Strong existing businesses
Strong community leadership
Tourism assets
Natural Resource Management
Local resources for capital business loan funds
Housing availability
Attractive, livable communities
Health care facilities
Place-based economic incentives
Value-added agriculture
Other (please specify)
4 Please identify up to five (5) economic opportunities that provide the most potential for your community.
Skilled labor force
Population growth
Anchor industries or clusters
Youth
Proximity to institutions of higher education
Tourism attractions
Available land
Virtual workplaces
Access to transportation (air, highway, rail)
Retirees
Vibrant downtown
Natural resources
Regional Partnership
Broadband capacity
Attractive communities/quality of life
Public transportation options Automation/Robotics Changing consumer demands Other (please specify)
5 Please select five (5) from the following list that you think most threaten or limit the economic development potential for your jurisdiction.
Lack of affordable housing
Loss of high-skilled workers
Infrastructure deficiencies (roads, water/sewer, rail, broadband)
Mismatch between education and training to labor market needs
Lack of developable land and/or suitable buildings
Exiting youth/younger generation
Vacant Main Streets, downtowns, town centers and/or shopping areas
Low wages
Declining industries
Urbanization
Volatility of business cycle
Ineffective existing government (local, state, federal)
Aging population and workforce
Lack of collaboration between public and private sector
Substance abuse/opioid crisis
Wage differential with neighboring communities/states
Cultural, financial and/or career counseling impediments
Depopulation of rural area
Changing long-term weather conditions and patterns
Other (please specify)
6 Technical Assistance
What community projects are envisioned or planned over the next five (5) years?
Does your community have a current comprehensive plan? What year was the comprehensive plan updated?
Does your jurisdiction have an economic development plan in place? Yes No
If you checked yes, please provide the name of the plan, date of the plan, and contact person in the space below:
If you would like assistance from CEDA to help your community develop a project or initiative, please describe your need, what assistance is needed, and who CEDA should contact about the project or initiative.
7 ______
Clearwater Economic Development Association Comprehensive Economic Development Strategy (CEDS) Region II Survey Industry & Community
Name of City/County where you live:
Are you: Community Member Entrepreneur Business Owner/Representative H uman Services Agency Representative Educator
Other:
Age Range: 18-29 30-39 40-49 50-59 60+
Asset Mapping
Assets can provide information about the resources of a community or region that can help uncover solutions to fostering community and economic development. Of the items listed below, please select only those that you think are the top assets in your county.
Area aquifers (e.g., Palouse Basin, Grande Ronde, Wanapum)
Natural environment (lakes, rivers, mountains, land, animals, plants)
Social networks (e.g., churches, elder care, non-profits, etc.)
Transportation infrastructure (highways, airports, rail)
1 Historical buildings
Citizen advocacy on political issues
Individual/group creativity to overcome challenges
Higher education (UI, LCSC, WSU, WWCC)
Rural communities
Utilities (e.g., electric, gas)
Population Centers
Climate
Opportunity/Hub Zones
Agriculture-based economy
Support for education
Technical skills of individuals
Service clubs (e.g., Rotary, Lions, Elks, Kiwanis)
Accessibility to politicians
Citizen involvement/engagement
Access to funding agencies/foundations
Economic Development organizations
Entrepreneurship
Charity of people
Constructed infrastructure (water, sewer, roads)
Health care
Public safety services
2 Business & industry clusters
Other (please specify)
The purpose of questions 3-6 will be to analyze the strengths, weaknesses, opportunities and threats (SWOT) of the Region as a whole.
Please select up to five (5) from the following that you think best characterize the greatest assets or strengths in your county.
Well-trained workforce
Customized workforce training
Constructed infrastructure (roads, water/sewer, rail, port, broadband)
Transportation network
Technology/communications
Quality of school system/higher education
Natural resources/raw materials
Renewable energy
Strong existing businesses
Strong community leadership
Tourism assets
Natural Resource Management
Local resources for capital business loan funds
Housing availability
Attractive, livable communities
Health care facilities
Place-based economic incentives
3 Regional political influence at State and Federal levels Other (please specify)
Please select up to five (5) from the following that you think are the most significant weaknesses or constraints hindering economic development in your county.
Well-trained workforce
Customized workforce training
Constructed infrastructure (roads, water/sewer, rail, port, broadband)
Transportation network
Technology/communications
Quality of school system/higher education
Natural resources/raw materials
Renewable energy
Strong existing businesses
Strong community leadership
Tourism assets
Natural Resource Management
Local resources for capital business loan funds
Housing availability
Attractive, livable communities
Health care facilities
Place-based economic incentives
Value-added agriculture
4 Other (please specify)
Please identify up to five (5) economic opportunities that provide the most potential for your community.
Skilled labor force
Population growth
Anchor industries or clusters
Youth
Proximity to institutions of higher education
Tourism attractions
Available land
Virtual workplaces
Access to transportation (air, highway, rail)
Retirees
Vibrant downtown
Natural resources
Regional Partnership
Broadband capacity
Attractive communities/quality of life
Public transportation options Automation/Robotics Changing consumer demands Other (please specify)
5 Please select five (5) from the following list that you think most threaten or limit the economic development potential for your community.
Lack of affordable housing
Loss of high-skilled workers
Infrastructure deficiencies (roads, water/sewer, rail, broadband)
Mismatch between education and training to labor market needs
Lack of developable land and/or suitable buildings
Exiting youth/younger generation
Vacant Main Streets, downtowns, town centers and/or shopping areas
Low wages
Declining industries
Urbanization
Volatility of business cycle
Ineffective existing government (local, state, federal)
Aging population and workforce
Lack of collaboration between public and private sector
Substance abuse/opioid crisis
Wage differential with neigh boring comm unities/states
Cultural, financial and/or career counseling impediments
Depopulation of rural area
Changing long-term weather conditions and patterns
Other (please specify)
6 C 0 4J S 0 C 4J C) 4-., C 0 C) D 0 >- a) t> 0 aI- a) U, a)a U, a)
4-,a) (U I-. 4-, U)
(U C 0 b.O I-a) 4- 0 4-, C a) S 0a >a) 0a) N
I
a) 4-.,0 SStt>-4-’ a) CU0 C C ZU
Q2 Are you:
Answered: 25 Skipped: 0
Appointed OfficiaL
Manager
Employee
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Elected Official 16.00% 4
Appointed Official 16.00% 4
Manager 32.00% 8
Employee 32.00% 8
TOTAL 25
i/l North Central Idaho Economic Strategy Survey - Business and Community
Q2 Are you:
Answered: 29 Skipped: 0
Community Member
Entrepreneur
Business Owner/Repres...
Human Services Agency...
Educator
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Community Member 31.03% 9
Entrepreneur 0.00% 0
Business Owner/Representative 41.38% 12
Human Services Agency Representative 0.00% 0
Educator 17.24% 5
TOTAL 29
1/1 North Central Idaho Economic Strategy Survey
Q4 Assets can provide information about the resources of a community or region that can help uncover solutions to fostering community and economic development. Of the items listed below, please select only those that you think are currently the most important assets in your jurisdiction.
Answered: 25 Skipped: 0
PopuLation Centers
Citizen advocacy on...
Opportunity/Hub Zones
Service cLubs (e.g., Rotar...
Access to - funding...
Entrepreneurshi p
HistoricaL buiLdings
Public safety services
Area aquifers (e.g., Palou...
SociaL networks (e....
Individual/grou p creativity...
1/4 >, a) > z Cl) >0, a)
r.’J IL 4)
TI fi
0 04J 0’ j z0 North Central Idaho Economic Strategy Survey
environment...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
120fl0/ Population Centers . °
Citizen advocacy on political issues 16.00% 4
Opportunity/Hub Zones 20.00% 5
Service clubs (e.g., Rotary, Lions, Elks, Kiwanis) 20.00% 5
Access to funding agencies/foundations 20.0O% 5
Entrepreneurship 20.00% 5
Historical buildings 24.00% 6
Public safety services 24.00% 6
Area aquifers (e.g., Palouse Basin, Grande Ronde, Wanapum) 28.00% 7
Social networks (e.g., churches, elder care, non-profits, etc.) 28.00% 7
Individual/group creativity to overcome challenges 28.0O% 7
Accessibility to politicians 28.00% 7
Citizen involvement/engagement 28.00% 7
Climate 36.00% 9
Charity of people 36.00% 9
Health care 36.00% 9
Business & industry clusters 36.00% 9
Utilities (e.g., electric, gas, solar) 40.00% 10
40.00% 10 Support for education
Technical skills of individuals 40.00% 10
Economic Development organizations 40.00% 10
3/4 North Central Idaho Economic Strategy Survey
Higher education (UI LCSC WSU WWCC) OO% 11
Agriculture-based economy 44.00% 11
Constructed infrastructure (water, sewer, roads, broadband) 44.00% 11
48.00% 12 Transportation infrastructure (e.g., highways, airports, rail) - - - - -
Rural communities 52.00% 13
Natural environment (lakes, rivers, mountains, land, animals, plants) 68.00% 17 Total Respondents: 25
4/4 North Central Idaho Economic Strategy Survey - Business and Community
Q3 Assets can provide information about the resources of a community or region that can help uncover solutions to fostering community and economic development. Of the items listed below, please select only those that you think are currently the most important assets in your county.
Answered: 29 Skipped: 0
PopuLation Centers
AccessibiLity to poLiticians
Public safety services
Citizen advocacy on...
Individual/grou p creativity...
Opportunity/Hub Zones
Service cLubs (e.g., Rotar...
Access to funding...
Area aquifers (e.g., PaLou...
Entrepreneurshi
1/4 C D E 0 C-) C
C’) Cl) C Cl)
>, ci) >
>, 5) ci) c.’J 4- C’) C-) E C 0C C-) w 0 -C ct
4-I C ci) c C-) .2 d 4- 0 0 z CflC I- North Central Idaho Economic Strategy Survey - Business and Community
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
3450/ Population Centers . 0 1
Accessibility to politicians — 6.90% 2
Public safety services 6.90% 2
Citizen advocacy on political issues 10.34% 3
Individual/group creativity to overcome challenges 10.34% 3
Opportunity/Hub Zones 10.34% 3
Service clubs (e.g., Rotary, Lions, Elks, Kiwanis) 10.34% 3
Access to funding agencies/foundations 10.34% 3
Utilities (e.g., electric, gas, solar) 13.79% 4
Historical buildings 17.24% 5
Area aquifers (e.g., Palouse Basin, Grande Ronde, Wanapum) 20.69% 6
Entrepreneurship 2414°/. 0 7
Charity of people 24.14% 7
Social networks (e.g., churches, elder care, non-profits, etc.) 27.59% 8
Climate 27.59% 8
Agriculture-based economy 31.03% 9
Technical skills of individuals 31.03% 9
Constructed infrastructure (water, sewer, roads, broadband) 31.03% 9
Support for education 34.48% 10
34.48% 10 Citizen involvementlengagement
Health care 34.48% 10
Business & industry clusters 34.48% 10
3/4 North Central Idaho Economic Strategy Survey - Business and Community
Transportation infrastructure (highways airports rail ports) 83% 13
Economic Development Organizations 44.83% 13
Rural communities 48.28% 14
Higher education (UI, LCSC, WSU, WWCC) 58.62% 17
Natural environment (e.g., lakes, rivers, mountains, land, animals, plants) 65.52% 19 Total Respondents: 29
4/4 North Central Idaho Economic Strategy Survey
Q5 Please select up to five (5) from the following that you think best characterize the greatest assets or strengths in your jurisdiction.
Answered: 23 Skipped: 2
Local resources fo...
Renewable energy
Housing availability
Local and State econom...
WetL-trained workforce
Customized workforce...
Transportation network
HeaLth care facilities
Regional political...
TechnoLogy/comm unications
Stron existing...
Quality of school...
NaturaL 1/3 North Central Idaho Economic Strategy Survey
Resource...
Constructed] infrastructu...
Strong community...
Tourism assets
Attractive,1 livabLe...
NaturaL resources/ra...
0% 100/0 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Local resources for capital business loan funds 0.00% 0
Renewable energy 4.35% 1
Housing availability 8.70% 2
Local and State economic incentives 8.70% 2
Well-trained workforce 13.04% 3
Customized workforce training 13.04% 3
Transportation network 21.74% 5
Health care facilities 21.74% 5
Regional political influence at State and Federal levels 21.74% 5
Technology/communications 26.09% 6
Strong existing businesses 26.09% 6
Quality of school system/higher education 30.43% 7
Natural Resource Management 34.78% 8
2/3 North Central Idaho Economic Strategy Survey
Constructed infrastructure (roads, water/sewer, rail, port, broadband) 39.13% - 9
Strong community leadership 39.13% 9
Tourism assets 43.48% 10
Attractive, livable communities 43.48% 10
Natural resources/raw materials 65.22% 15
Total Respondents: 23
3/3 North Central Idaho Economic Strategy Survey - Business and Community
Q7 Please select five (5) from the following list that you think most threaten or limit the economic development potential for your community.
Answered: 29 Skipped: 0
Urbanization
Cultural, financial...
Changing long-term...
Lack of developable...
Declining industries
Volatility of business cycle
Substance abuse/oploid...
Lack of collaboratio...
Infrastructure deficiencies...
Depopulation of ruraL area
Mismatch between...
Vacant Main Streets,...
Ineffective 1/3 North Central Idaho Economic Strategy Survey - Business and Community
existing...
Wage differential...
Exiting youth/younge
Aging population a...
Lack of affordable...
Loss of high-skilled...
Low wages
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Urbanization 0.00% 0
Cultural, financial and/or career counseling impediments 3.45% 1
Changing long-term weather conditions and patterns 3.45% 1
Lack of developable land and/or suitable buildings 6.90% 2
Declining industries 6.90% 2
Volatility of business cycle 6.90% 2
Substance abuse/opioid crisis 10.34% 3
Lack of collaboration between public and private sector 20.69% 6
Infrastructure deficiencies (roads, water/sewer, rail, broadband) 27.59% 8
27.59% 8 Depopulation of rural area
Mismatch between education and training to labor market needs 31.03% 9
2/3 North Central Idaho Economic Strategy Survey - Business and Community
Vacant Main Streets downtowns town centers and/or shopping areas 31 03% 9 ineffective existing government (local, state, federal) 3103% 9
Wage differential with neighboring communities/states 34.48% 10
Exiting youth/younger generation 37.93% 11
Aging population and workforce 11
Lack of affordable housing 44.83% 13
Loss of high-skilled workers 48.28% 14
Low wages 55.17% 16
Total Respondents: 29
3/3 ______
North Central Idaho Economic Strategy Survey
Q6 Please select up to five (5) from the following that you think are the most significant weaknesses or constraints hindering economic development in your jurisdiction.
Answered: 24 Skipped: 1
Natural resources/ra...
Attractive, livable...
Renewable energy
Tourism assets
Natural Resource...
Constructed infrastructu...
Strong community...
Local resources fo
Health care facilities
Strong existing...
Value-added agriculture
Quality of school...
Place-based 1/3 North Central Idaho Economic Strategy Survey
economic...
Customized workforce...
Transportation network
TechnoLogy/comm unications...
WeLL-trained workforce
Housing avaiLabiLity
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100’%
ANSWER CHOICES RESPONSES
Natural resources/raw materials 0.00% 0
Attractive livable communities 0.00% 0
Renewable energy 4.17% 1
Tourism assets 4.17% 1
Natural Resource Management 4.17% 1
Constructed infrastructure (roads, water/sewer, rail, ports) 16.67% 4
Strong community leadership 16.67% 4
Local resources for capital business loan funds 16.67% 4
Health care facilities 16.67% 4
Strong existing businesses 20.83% 5
Value-added agriculture 20.83% 5
Quality of school system/higher education 25.00% 6
Place-based economic incentives 29.17% 7
2/3 jE!
I
I : I 8 € : i
2 its.! I Ii:i1II North Central Idaho Economic Strategy Survey - Business and Community
Q5 Please select up to five (5) from the following that you think are the most significant weaknesses or constraints hindering economic development in your county.
Answered: 29 Skipped: 0
Natural resources/ra...
Natural Resource...
Renewable energy
Tourism assets
Attractive, livable...
Quality of school...
Strong existing...
Local resources fo...
Value-added agriculture
Health care facilities
Constructed infrastructu...
Transportation I networ
Customized 1/3 North Central Idaho Economic Strategy Survey - Business and Community
workforce...
LocaL and State econom...
Strong community...
TechnoLogy/comm u n ications...
WelL-trained workforce
Housing ‘‘ ‘. avaiLabiLity
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Natural resources/raw materials 3.45% 1
Natural Resource Management 3.45% 1
Renewable energy 6.90% 2
Tourism assets 10.34% 3
Attractive, livable communities 10.34% 3
Quality of school system/higher education 13.79% 4
Strong existing businesses 13.79% 4
Local resources for capital business loan funds 13.79% 4
Value-added agriculture 13.79% 4
Health care facilities 17.24% 5
Constructed infrastructure (roads, water/sewer, rail, ports) 20.69% 6
20.69% Transportation network 6
Customized workforce training 24.14% 7
2/3 North Central Idaho Economic Strategy Survey - Business and Community
Local and State economic incentives 24.14% 7
Strong community leadership 3448% 10
44.83% 13 Technology/communications (e.g., high-speed internet, broadband, 5G, etc.) -
Well-trained workforce 68.97% 20
Housing availability 79.31% 23
Total Respondents; 29
3/3 North Central Idaho Economic Strategy Survey
Q7 Please identify up to five (5) economic opportunities that provide the most potential for your community.
Answered: 24 Skipped: 1
Changing consumer...
Virtual workpLaces
PubLic transportati...
Access to transportati...
Automation/Robo tics
Population growth I
AvaiLable land
Vibrant downtown
NaturaL resources
RegionaL Partnership
Attractive communities!...
SkilLed Labor 1/3 North Central Idaho Economic Strategy Survey
force
Anchor industries o...
Proximity to institutions...
Tourism attractions
Broadband capacity
Youth
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Changing consumer demands 0.00% 0
Virtual workplaces 4.17% 1
Public transportation options 4.17% 1
Access to transportation (air, highway, rail) 12.50% 3
Automation/Robotics 12.50% 3
Population growth 16.67% 4
Available land 16.67% 4
Retirees 16.67% 4
Vibrant downtown 20.83% 5
Natural resources 25.00% 6
Regional Partnership 25.00% 6
Attractive communities/quality of life 29.17% 7
Skilled labor force 33.33% 8
2/3 :rn co rn
I i
I
:ji..i.iI North Central Idaho Economic Strategy Survey - Business and Community
Q6 Please identify up to five (5) economic opportunities that provide the most potential for your community.
Answered: 29 Skipped: 0
Public transportati...
Changing consumer...
Automation/Robo tics
PopuLation growth
VirtuaL workplaces
Retirees
Access to transportati...
Broadband capacity
AvaiLable Land
Vibrant downtown
NaturaL resources
ReeionaL 1/3 North Central Idaho Economic Strategy Survey - Business and Community
Partnership
Anchor industries o
SkiLled labor force
Proximity to institutions...
Tourism attractions
Attractive communities!...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Public transportation options 0.00% 0
Changing consumer demands 3.45% 1
Automation/Robotics 6.90% 2
Population growth 10.34% 3
Virtual workplaces 10.34% 3
Retirees 10.34% 3
Youth 17.24% 5
Access to transportation (air, highway, rail) 17.24% 5
Broadband capacity 17.24% 5
Available land 20.69% 6
Vibrant downtown 20.69% 6
Natural resources 24.14% 7
Regional Partnership 27.59% 8
2/3 North Central Idaho Economic Strategy Survey - Business and Community
Anchor industries or clusters 3793°’ 11
Skilled labor force 41.38% 12
Proximity to institutions of higher education 44.83% 13
Tourism attractions 44.83% 13
Attractive communities/quality of life 62.07% 18 Total Respondents: 29
3/3 North Central Idaho Economic Strategy Survey
Q8 Please select five (5) from the following list that you think most threaten or limit the economic development potential for your jurisdiction.
Answered: 25 Skipped: 0
CuLtural, financiaL..
Urbanization j
VoLatiLity of business cycle
Lack ofP” colLaboratio...
Changing -- - long-term...
Ineffective: existing...
Substance abuse/opioid...
Declining industries
DepopuLation of rural area
Vacant Main Streets,...
Loss of high-skilLed...
Lack of deveLopabLe...
Wage 1/3 North Central Idaho Economic Strategy Survey
differentiaL..
Mismatch between...
Infrastructure deficiencies...
Exiting youth/younge...
Low wages
Aging popuLation a...
Lack of affordable...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Cultural, financial and/or career counseling impediments 0.00% 0
Urbanization 4QQ% 1
Volatility of business cycle 4.00% 1
Lack of collaboration between public and private sector 4.00% 1
Changing long-term weather conditions and patterns 8.00% 2
Ineffective existing government (local, state, federal) 12.00% 3
Substance abuse/opioid crisis 12.00% 3
Declining industries 16.00% 4
Depopulation of rural area 16.00% 4
20.00% 5 Vacant Main Streets, downtowns, town centers and/or shopping areas
Loss of high-skilled workers 24.00% 6
2/3 _____—
North Central Idaho Economic Strategy Survey
— 24 00% 6 Lack of developable land and/or suitable buildings -
Wage differential with neighboring communities/states 24.00% 6
Mismatch between education and training to labor market needs 28.00% 7 infrastructure deficiencies (roads, water/sewer, rail, broadband) 36.00% 9
Exiting youth/younger generation 40.00% 10
Low wages 40.00% 10
Aging population and workforce 64.00% 16
Lack of affordable housing 68.00% 17 Total Respondents: 25
3/3 North Central Idaho Economic Strategy Survey - Business and Community
Q7 Please select five (5) from the following list that you think most threaten or limit the economic development potential for your community.
Answered: 29 Skipped: 0
Urbanization
Cultural, financial...
Changing Long-term...
Lack of deveLopable...
DecLining industries
VoLatility of business cycle
Substance abuse/opioid...
Lack of collaboratio...
Infrastructure deficiencies...
Depopulation of rural area
Mismatch between...
Vacant Main Streets,...
Ineffective 1/3 North Central Idaho Economic Strategy Survey - Business and Community
existing...
Wage differentiaL...
Exiting youth/yourige...
Aging popuLation a...
Lack of affordabLe...
high ski[L:d
Low wages
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Urbanization 0.00% 0
Cultural, financial and/or career counseling impediments 3.45% 1
Changing long-term weather conditions and patterns 3.45% 1
Lack of developable land and/or suitable buildings 6.90% 2
Declining industries 6.90% 2
Volatility of business cycle 6.90% 2
Substance abuse/opioid crisis 10.34% 3
Lack of collaboration between public and private sector 20.69% 6
Infrastructure deficiencies (roads, water/sewer, rail, broadband) 27.59% 8
27.59% 8 Depopulation of rural area
Mismatch between education and training to labor market needs 31.03% 9
2/3 North Central Idaho Economic Strategy Survey - Business and Community
Vacant Main Streets downtowns town centers and/or shopping areas 31 03% 9
Ineffective existing government (local, state, federal) 31.03% 9
Wage differential with neighboring communities/states 34.48% 10
Exiting youth/younger generation 11
Aging population and workforce 11
Lack of affordable housing 44.83% 13
Loss of high-skilled workers 48.28% 14
Low wages 55.17% 16 Total Respondents: 29
3/3 North Central Idaho Economic Strategy Survey
Q9 What community projects are envisioned or planned over the next five (5) years?
Answered: 20 Skipped: 5
RESPONSES DATE 1 New administration building New health and weliness center New senior living facility Acquisition of new businesses 6/27/2019 11:17 PM
2 Sewer improvements, housing needs and a possible annexation. 6/25/2019 8:51 PM
3 affordable housing, clean communities, waterfront development 6/25/2019 8:15 PM
4 Economic development through Agriculture Economic development through Business Park for metal development. 6/24/2019 8:41 PM
5 possible wastewater improvements 6/24/2019 5:59 PM
6 Craft beer, local produce and livestock processing for commercial sale 6/20/2019 7:45 PM
7 sewer updates 6/19/2019 6:13 PM
8 Sidewalk, Rec District, DW improvements 6/18/2019 7:01 PM
9 Various infrastructure-roads, bridges and facilities. 6/18/2019 6:57 PM
10 Por the Port, development of Confluence Riverfront Park and expanding the fiber optic network. 6/18/2019 6:35 PM
11 Remodeling and expansion of the small business incubator, affordable housing. 6/18/2019 6:11 PM
12 Wastewater upgrades, broadband enhancements, multi jurisdictional transportation planning, value added manufacturing, 6/18/2019 5:15 PM education system CTE developments match to industry needs, community food systems enhancement, recreation improvements, historic district designations & Nat’l Historic Register listings, workforce readiness, crisis center, homeless services & behavioral health programs, walkability enhancements, recreation based economy branding
13 Airport specific: Terminal upgrades in support of increased Air Service. Expanded parking at the airport. New business 6/18/2019 4:07 PM development ie, a restaurant on Bryden Canyon
14 entrepreneurship programs, industry tours for students, fiber expansion 6/18/2019 4:03 PM
15 that’s a moving target; but currently, communication assets... 6/18/2019 3:52 PM
16 New/remodeled water and wastewater plants 6/18/2019 3:10 PM
17 Infrastructure services downtown, new high school and CTE center, expansion of broadband dark wire 6/18/2019 1:43 PM
18 Transportation Related Erosion Control Projects Pish Passage Barrier Removals Natural Resource Hazard Mitigation Projects 6/18/2019 1:11 AM Water Quality Improvement Projects Pish Habitat Restoration Projects
19 We are so burdened with addressing our EPA shortcomings we can’t really address any other projects. 6/17/2019 11:59 PM
20 water 6/17/2019 10:12 PM
i/l ‘-o (N
(\.
C-) ct ci
C 0 0
O) E 0 U, C Ui o ci.)> 0 OD Z
Ii L() Li) U Li) Li) >‘ ci.) 0 (0 ciG) ci E (I) 0 cx, C-) (N o (N o 0 -c cv Ce (I, > - ctj C’, c -C ci) C 0 0 (N
z -D 0 (I) D o D 0> C,) 0
(N (N Cl) Ui ii
LI) IO -o o 0 C,, Ui LI)
Cl) (LI cx) z LI) 0 < >- Z I— North Central Idaho Economic Strategy Survey
Q1O Does your community have a current comprehensive plan? What year was the comprehensive plan updated?
Answered: 23 Skipped: 2
Yes
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 60.87% 14
No 30.43% V 7
TOTAL 23
i/l CEDA Workforce Development Survey
Qi In your opinion, what are the five highest regional workforce development needs?
Answered 9 Skipped: 0
ANSWER CHOICES RESPONSES 100.O0% 9
#2 100,00% 9
J3 100.00% g
100.00% 9
#5 100.00% 9
#1 DATE 1 Healthcare 8/15/2019 9:24 PM
2 healthcare 7/24/2019 5:21 PM
3 Tap into American Indian/Alaskan Native workforce with higher unemployment rate 7/22/2019 8:50 PM
4 We need Medical Assistants 7/22/2019 6:56 PM
5 Behavionial - communication skills development 7/18/2019 11:51 PM
6 Manufacturing 7/18/2019 11:15 PM
7 Raising public awareness of the opportunities already present 7/18/2019 8:15 PM
8 CTE Education in the Idaho Prisons 7/18/2019 6:44 PM
9 healthcare 7/18/2019 5:07 PM
#2 DATE Technology 8/15/2019 9:24 PM
2 higher wages 7/24/2019 5:21 PM
3 Extension of college/university in rural communities 7/22/2019 8:50 PM
4 We need Nurses 7/22/2019 6:56 PM
5 lack of entry liveable wages for entry level, unskilled jobs 7/18/2019 11:51 PM
6 Electronic Service 7/18/2019 11:15 PM
7 Bridging the gap between government and bus:ness through incentives and partnerships 7/18/2019 8:15 PM
8 Mental health and homelessness for addicts and families 7/18/2019 6:44 PM
9 Easily accessed training 7/18/2019 5:07 PM
#3 . DATE 1 Welding/Manufacturing 8/15/2019 9:24 PM
2 diversity In jobs (regional economy not tied to just one seclor) 7/24/2019 5:21 PM
3 Living wage 7/22/2019 8:50 PM
4 We need our kids to return here and work. 7/22/2019 6:56 PM
S Qualifed applicants - skills and education 7/18/2019 11:51 PM
6 Diesel Technicians 7/18/2019 11:15 PM
- 7 Solving the health care professionals shortage —- 7/18/2019 8:15 PM
1/2 CEDA Workforce Development Survey
8 Soft Skills education for prisoners to help recidivism rate 7/18/2019 6:44 PM
9 Es-Offender reintegration 7/18/2019 5:07 PM
# #4 DATE 1 Hospitality 8/15/2019 9:24 PM
2 more tech infrastructure, particularly in rural areas 7/24/2019 5:21 PM
3 Engage social/lustice services W/ existing workforce development strategy 7/22/2019 8:50 PM 4 We need increase in reimbursement so we can competitive wages 7/22/2019 6:56 PM 5 Health Care industry labor supply 7/18/2019 11:51 PM
6 Nursing Care 7/18/2019 11:15 PM
7 Vocational training starting in Junior high that matches local needs 7/18/2019 8:15 PM
8 Legislative support for education programs for all individuals 7/18/2019 6:44 PM
9 OLitreach to employers to create better understanding of current training available 7/18/2019 5:07 PM
# #5 DATE
- 1 other trades/construction 8/15/2019 9:24 PM
2 more investment in education 7/24/2019 5:21 PM
3 Boot camps - employment readiness 7/22/2019 8:50 PM
4 We need better internet service some can have staff work remote 7/22/2019 6:56 PM
5 Training programs, specific industries 7/18/2019 11:51 PM
6 ALitomotive Service 7/18/2019 11:15 PM
7 Addressing the low go-on rates in our region (higher-ed). 7/18/2019 8:15 PM
8 Loan forgiveness programs 7/18/2019 6:44 PM
9 Industry Recognized Certificates -- 7/18/2019 5:07 PM
2/2 CEDA Workforce Development Survey
Q2 Name up to five regional workforce development strengths.
Answered: 9 Skipped: 0
ANSWER CHOICES RESPONSES
#1 100.00% 9
#2 8889% 8
#3 77.78% 7
#4 55.56% 5
#5 55.56% 5
#1 DATE 1 CTE programs WWCC/LCSC 8/15/2019 9:24 PM
2 Improved pipeline for individuals entering Career Technical fields 7/24/2019 5:21 PM
3 Access to five college/university systems in bioregion 7/22/2019 8:50 PM
4 2 colleges in our town 7/22/2019 6:56 PM
5 Industries which need workers 7/18/2019 11:51 PM
6 Active CEDA group 7/18/2019 11:15 PM
7 CEDA, Valley Vision, and SEWEDA 7/18/2019 8:15 PM
8 Industry support for educational entities 7/18/2019 6:44 PM
9 LCSC 7/18/2019 5:07 PM
#2 DATE 1 Dream it Do it 8/15/2019 9:24 PM
2 Outstanding health sciences educational opportunities 7/24/2019 5:21 PM
3 Access to bioregional regional workforce development table 7/22/2019 8:50 PM
4 Workers looking for work 7/18/2019 11:51 PM
5 [C’s CTE Programs 7/18/2019 11:15 PM
6 Higher-Ed, Econ. Dev., and IDOL partnerships on many projects 7/18/2019 8:15 PM
7 Industry connections to high school students 7/18/2019 6:44 PM
1/2 CEDA Workforce Development Survey
8 UofI 7/18/2019 5:07 PM
#3 DATE 1 Education and Industry working together on career pipeline/education 7/24/2019 5:21 PM
2 Manufacturing collaboration 7/22/2019 8:50 PM
3 Rural life style 7/18/2019 11:51 PM
4 SEL in the community 7/18/2019 11:15 PM
5 Low cost of living 7/18/2019 8:15 PM
6 Pinancial support in grant opportunities for training high school students in CTE careers 7/18/2019 6:44 PM
7 wwcc 7/18/2019 5:07 PM
#4 DATE 1 Engaged economic/community development leaders 7/22/2019 8:50 PM
2 Diversity of industries 7/18/2019 11:51 PM
3 Low real estate costs relative to locations like Spokane/CdA 7/18/2019 8:15 PM
4 Support for the industries in our area 7/18/2019 6:44 PM
5 WSU 7/18/2019 5:07 PM
#5 DATE 1 Access to major employers 7/22/2019 8:50 PM
2 Education institutions 7/18/2019 11:51 PM
3 Relatively low tax burden on business (ID, NOT WA!) 7/18/2019 8:15 PM
4 The connections between industries, education institutions, and department of labor is phenomenal 7/18/2019 6:44 PM
5 ID Dept of Labor 7/18/2019 5:07 PM
2/2 CEDA Workforce Development Survey
Q3 What gaps, bottlenecks, or challenges are impeding workforce development?
Answered: 9 Skipped: 0
ANSWER CHOICES RESPONSES
#1 100.00% 9
#2 100.00% 9
#3 88.89% 8
44 77.78% 7
66.67% #5 — 6
# #1 DATE 1 Lack of workers 8/15/2019 9:24 PM
2 investment in education 7/24/2019 5:21 PM
3 Rural to metropolitan transit system 7/22/2019 8:50 PM
4 Competition amongst health care and hospitals can pay more for staff due to different reimbursement model. 7/22/2019 6:56 PM
5 low entry level wages 7/18/2019 11:51 PM
6 Many young people do not want to do manual labor 7/18/2019 11:15 PM
7 Transportation infrasctructure (air, limited RR, and no freeways) 7/18/2019 8:15 PM
8 Piscal challenges to support growth from the state of Idaho. 7/18/2019 6:44 PM
9 lack of students and or people 7/18/2019 5:07 PM
#2 DATE 1 Lack of younger people interested 8/15/2019 9:24 PM
2 high tech infrastructure (rural areas) 7/24/2019 5:21 PM
3 7/24 child care 7/22/2019 8:50 PM
4 Lots of jobs so people bounce around 7/22/2019 6:56 PM
5 small classes/training for demand occupations 7/18/2019 11:51 PM
6 Aging workforce 7/18/2019 11:15 PM
7 Demand for educated workforce exceeds supply 7/18/2019 8:15 PM
1/2 CEDA Workforce Development Survey
8 Support for education and workforce training for prisoners 7/18/2019 6:44 PM
9 lack of holistic programs - those that address lack of skills, financial management, generational poverty 7/18/2019 5:07 PM
# #3 DATE 1 Employer requirements 8/15/2019 9:24 PM
2 access for parents and adult learners to higher ed 7/24/2019 5:21 PM
3 Re-inregration or rehabilitation services (offenders/substance users) 7/22/2019 8:50 PM
4 Workforce leaving the area. Spokane/Pasco/Kennewick 7/18/2019 11:51 PM
5 Many potential workers do not want to get more education 7/18/2019 11:15 PM
6 Go-on rates to higher ed freakishly low 7/18/2019 8:15 PM
7 Mental health for all members of the communitiy 7/18/2019 6:44 PM
8 low wages 7/18/2019 5:07 PM
#4 DATE 1 low wages 7/24/2019 5:21 PM
2 Online or audio-video conferencing ABE/GED, CTE, workforce training 7/22/2019 8:50 PM
3 Turnover of employees 7/18/2019 11:51 PM
4 Not enough people entering training areas 7/18/2019 11:15 PM
5 Lack of public knowledge about local industry 7/18/2019 8:15 PM
6 The State of Idaho recognizing and supporting the unique challenges that prevent the development the workforce in our rural 7/18/2019 6:44 PM communities.
7 pride in region 7/18/2019 5:07 PM
# #5 DATE 1 transportation 7/24/2019 5:21 PM
2 Access to community learning Internet connected classrooms 7/22/2019 8:50 PM
3 Business intolerance of domestic needs employees have 7/18/2019 11:51 PM
4 The invisible but very real barrier between Washington and Idaho 7/18/2019 8:15 PM
5 The bottleneck that exists between Boise and northern Idaho. 7/18/2019 6:44 PM
6 lack of housing 7/18/2019 5:07 PM
2/2 CEDA Workforce Development Survey
Q4 What do you believe should be the top five workforce development goals of the region?
Answered: 9 Skipped: 0
ANSWER CHOICES RESPONSES
#1 100.00% 9
#2 100.00% 9
#3 77.78% 7
#4 77.78% 7
#5 55.56% 5
#1 DATE 1 Outreach to High School Youth 8/15/2019 9:24 PM
2 create a stronger healthcare career pipeline 7/24/2019 5:21 PM
3 Community classrooms in existing K-12 buildings 7/22/2019 8:50 PM
4 Pocus on healthcare retainment 7/22/2019 6:56 PM
5 Assist in developing health care industry workers 7/18/2019 11:51 PM
6 Promote educational programs for better jobs 7/18/2019 11:15 PM
7 Increase awareness of existing industry and opportunity to the public starting in elementary school throughout the lives of our 7/18/2019 8:15 PM residents
8 Providing more all around education and skills gaining for incarcerated individuals. 7/18/2019 6:44 PM
9 Develop holistic programs that cultivate workers from the populations we have - ex offenders, underskilled, those with learning 7/18/2019 5:07 PM disabilties
# #2 DATE 1 Outreach to Industry 8/15/2019 9:24 PM
2 continue to support manufacturing career pipeline 7/24/2019 5:21 PM
3 Workforce housing 7/22/2019 8:50 PM
4 Lobbying for better medicaid/medicare reimbursement 7/22/2019 6:56 PM
5 Advocate for training and developing the under/unemployed 7/18/2019 11:51 PM
6 Provide financial assistance to those who cannot afford training 7/18/2019 11:15 PM
1/2 CEDA Workforce Development Survey
7 Make sure awareness of the advantages of doing business in the valley are well known throughout the country and the world 7/18/2019 8:15 PM
8 Providing more opportunity and access to mental health and housing for low income individuals so that they can obtain and keep 7/18/2019 6:44 PM ajob.
9 Increase minimum wage 7/18/2019 5:07 PM
#3 DATE 1 investment in education 7/24/2019 5:21 PM
2 Improved transit system/schedules 7/22/2019 8:50 PM
3 Obtain feedback from private industry 7/18/2019 11:51 PM
4 To educate businesses to pay their workers better 7/18/2019 11:15 PM
5 Encourage residents to extend their education beyond high school to include certificates, baccalaureate and advanced degrees 7/18/2019 8:15 PM and where to get them
6 Continued work for the Dream It, Do It Youth conference and other events that support the connection of the youth to industries 7/18/2019 6:44 PM and educational entities.
7 Create affordable, accessible training programs for industries that are delivered to front line employees BUT that are also 7/18/2019 5:07 PM attached to wage increases with skill increases
# #4 DATE 1 seek opportunities in the tech sector 7/24/2019 5:21 PM
2 Promote/develop skills stacking K-12/postsecondary 7/22/2019 8:50 PM
3 Discover and implement solutions 7/18/2019 11:51 PM
4 To help make medical costs more affordable to businesses 7/18/2019 11:15 PM
- -- 5 Lobby state, county and local governments to develop incentives to attract business to the region 7/18/2019 8:15 PM - -
6 Work with the new CTE center and school in the Lewiston School District and LCSC. 7/18/2019 6:44 PM
7 Create excitement about the industries we have - outreach not just to students but PR campaigns 7/18/2019 5:07 PM
# #5 DATE 1 support arts in relation to growing wine culture/industry 7/24/2019 5:21 PM
2 Continue regional collaboration with high schools 7/22/2019 8:50 PM
3 Advocate for a ‘liveable’ wage 7/18/2019 11:51 PM
4 Develop more partnerships between econ. dev., higher ed, state government, and industry to bring more resources to the region. 7/18/2019 8:15 PM
5 Engage the chambers and trade associations - - 7/18/2019 5:07 PM
2/2